Abstract
Let’s be very clear before we start this chapter that this is not a book about performance measurement. We focus on driving performance improvements using tools like the Balanced Scorecard and Lean, which are both not measurement systems. That said it is our observation that many managers — and unfortunately significant numbers of management consultants — wrongly believe that this is precisely what a Balanced Scorecard is. To an extent this is understandable, as the earliest generation of the Balanced Scorecard, as described by Harvard Business School Professor Dr Robert Kaplan and consultant Dr David Norton, the originators of the “classic” scorecard system, was essentially a “balanced measurement system,” that was architected to over-come the problem of organizations being singularly reliant on financial metrics as a performance steer (see Chapter 2).
Keywords
- Performance Indicator
- Strategic Objective
- Balance Scorecard
- Public Sector Organization
- International Baccalaureate
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.
The greater danger for most of us lies not in setting our aim too high and falling short; but in setting our aim too low, and achieving our mark.
Michelangelo, Italian sculptor, painter, architect and poet (1475–1564)
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Notes
Bernard Marr, Managing and Delivering Performance: How Government, Public Sector and Not-for-Profit Organizations Can Measure and Manage What Really Matters, Butterworth-Heinemann, UK, 2008.
A case study on Brisbane City Council can be found in James Creelman and David Harvey report, Developing a Public Sector Scorecard: Achieving Breakthrough Results in Service Delivery and Performance, Business Intelligence, UK, 2003.
Bernard Marr, “Strategic Performance Management in Government and Public Sector Organizations,” Advanced Performance Institute, co-sponsored by CIPFA Performance Improvement Network and Actuate, UK, 2008. Available as a free download from www.ap-institute.com.
For a full description see Bernard Marr, “What are Key Performance Questions,” Management White Paper, Advanced Performance Institute, UK, 2008. Available as a free download from www.ap-institute.com.
Bernard Marr and James Creelman, “Building a Strategy Map to Drive External and Internal Performance Accountability and Improvement,” Advanced Performance Institute, UK, 2009. Available as a free download from www.ap-institute.com.
Bernard Marr, Jane Watters and Maria Weir, “Measuring and Managing Intangibles: The Scottish Intellectual Assets Centre, Management Case Study,” Advanced Performance Institute, UK, 2007. Available as a free download from www.ap-institute.com.
Bernard Marr and James Creelman, “Management Case Study: Implementing a Performance Scorecard in a Global Organization: Creating a Roadmap for the International Baccalaureate,” Advanced Performance Institute, UK. 2010. Available as a free download from www.ap-institute.com.
Bernard Marr, “Strategic Performance Management in Public Sector and Government Organizations,” Advanced Performance Institute, co-sponsored by CIPFA Performance Improvement Network and Actuate, UK, 2008. Available as a free download from www.ap-institute.com.
For a step-by-step process for turning data into meaningful and actionable knowledge see Bernard Marr, The Intelligent Company: Using Evidence-Based Management to Turn Data into Actionable Knowledge, John Wiley, UK, 2010.
Bernard Marr, James Creelman and Mark Ranford, “Creating and Implementing a Balanced Scorecard: The Case of the Ministry of Works, Bahrain,” Advanced Performance Institute, UK, 2009. Available as a free download from www.ap-institute.com.
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© 2011 Bernard Marr & James Creelman
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Marr, B., Creelman, J. (2011). Agreeing High Level Strategic Outcome Targets and Key Performance Indicators. In: More with Less. Palgrave Macmillan, London. https://doi.org/10.1057/9780230300408_5
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DOI: https://doi.org/10.1057/9780230300408_5
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