Review
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"""I am impressed by Dean Spitzer's approach to unlocking the
hidden mysteries in business that keep people and organizations
from succeeding. This book teaches how to accept reality and the
importance of dialogue. It also reaffirms my belief that
successful organizations develop a special language, a language
of numbers, and once you develop it, you build on it, and the
outcome is pride, self-esteem, teamwork, and trust."" –Jack
Stack, Chairman, SRC Holdings; her of ""Open Book
Management""; and author of The Great Game of Business
""This is one of the best books on performance measurement that
I have ever read! Dean Spitzer has done a great job of
illustrating the transformational potential of performance
measurement. His arguments are spot-on, his examples persuasive,
and his writing inspirational."" --Andy Neely, Professor and
Chair, Centre for Business Performance, Cranfield University
School of Management; and author of The Performance Prism
""Dean Spitzer takes the mystery out of performance measurement
with this practical guide to how doing measurement right can
transform any organization.""--Dean Williams, Chief Learning
Officer, Wachovia Corporation
""Dean Spitzer’s approach to measurement as a social process is
a breakthrough that will drive out fear, align measures with
strategy, and create a context for the successful use of
performance measurement. This book will help you get beyond
‘gaming the system’ to personal and organizational
integrity.""--Lou Agosta, author of The Essential Guide to Data
Warehousing
""Dean Spitzer shifts the performance measurement dialogue from
having metrics to selecting the right ones and using them
effectively. Leaders who are serious about improving the
understanding, transparency, and effectiveness of organizational
performance measures must read this book."" --Jim Hill, CEO,
Proofpoint Systems; and Past President, International Society for
Performance Improvement"
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Book Description
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It’s no secret that you can’t improve your organization’s
performance without measuring it. In fact, every function, unit,
process, and the organization as a whole, is built and run
according to the parameters and expectations of its measurement
system.
So you’d better make sure you’re doing it right. All too often,
performance measurement creates dysfunction, whether among
individuals, teams, or across entire divisions and companies.
Most traditional measurement systems actually encourage uny
competition for personal gain, creating internal conflict and
breeding distrust of performance measurement.
Transforming Performance Measurement presents a breakthrough
approach that will not only significantly reduce those
dysfunctions, but also promote alignment with business strategy,
maximize cross-enterprise integration, and help everyone to work
collaboratively to drive value throughout your organization.
Performance improvement thought leader Dean Spitzer explains
why performance measurement should be less about calculations and
analysis and more about the crucial social factors that determine
how well the measurements get used. His ""socialization of
measurement"" process focuses on learning and improvement from
measurement, and on the importance of asking such questions as:
How well do our measures reflect our business model? How
successfully are they driving our strategy? What should we be
measuring and not measuring? Are the right people having the
right measurement discussions?
Performance measurement is a dynamic process that calls for an
awareness of the balance necessary between seemingly disparate
ideas: the technical and the social aspects of performance
measurement. For example, you need technology to manage the flood
of data, but you must make sure that it supports the people who
will be making decisions and taking action crucial to your
organization’s success. This book shows you how to design that
technical-social balance into your measurement system.
While it is urgent to start taking action now, transforming
your organization’s performance measurement system will take
time. Transforming Performance Measurement gives you assessment
tools to gauge where you are now and a road for moving, with
little or no disruption, to a more "transformational" and mature
measurement system.
The book also provides 34 Ts, Transformational Measurement
Action Plans, which suggest both well-accepted and "emergent"
measures (in areas such as marketing, human resources, customer
service, knowledge management, productivity, information
technology, research and development, costing, and more) that you
can use right away.
In the end, you get what you measure. If you measure the wrong
things, you will take your company farther and farther away from
its mission and strategic goals. Transforming Performance
Measurement tells you not only what to measure, but how to do it
-- and in what context -- to make a truly transformational
difference in your enterprise.
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