Measuring innovation performance
The latter part of the twentieth century saw a burgeoning interest in the measurement of organizational performance. “What gets measured gets done” is a well-worn saying used by many management gurus as they encourage the use of a wider range of different measures, and particularly the adoption of performance management systems. Frameworks have been developed and have gained wide acceptance: for example, a 2003 study by Bain & Company of the use of management tools by business reported that 62 percent of the respondents across the world had adopted the widely accepted balanced scorecard first proposed by Kaplan and Norton in the Harvard Business Review (1992).
KeywordsMarketing Coherence Tated Payback Ambi
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