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Transforming Performance Measurement
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Table of Contents

"Acknowledgments

Introduction

The Elusive Search for the Secret of Success

Changing the Paradigm

A Surprising Truth About Performance Measurement

The Purpose of This Book

The Transformational Measurement Questionnaire

PART ONE THE FUNDAMENTALS

Chapter 1: Why Measurement Is So Powerful

The Pervasiveness of Measurement

The Challenge of Organizational Measurement

The Power of Measurement

Performance Measurement Promotes Effective Management

The Functions of Performance Measurement

Chapter 2: When Measurement Goes Bad

The Problem of Measurement Dysfunction

A Major Cause of Measurement Dysfunction

How Rewards Increase the Potential for Measurement Dysfunction

Fear Also Induces Measurement Dysfunction

Measuring the Wrong Things

Measuring ""Looking Good"" Rather Than ""Being Good""

Suboptimization

Cheating

Measuring Too Much

Dysfunctional Measurement and Employees

Chapter 3: Why Measurement Goes Bad

Motive and Opportunity

How People Experience Measurement

Employees' Attitudes Toward Measurement at Work

The Context of Measurement

Confusing Measurement and Evaluation

Purpose

Disempowerment

The ""Motivational"" Use of Measurement

Distrust

Negative Accountability

Resistance to Measurement

Opportunity and Motive Revisited

The Challenge Ahead

Chapter 4: Beginning the Transformation

The Transformational Vision

How to Realize the Vision: The Four Keys

A Roadmap to Success

Chapter 5: Creating A Positive Context of Measurement

The Context of Measurement

The Formal Aspects of the Performance Measurement System

The Human Factor

The Context of Measurement Continuum

A Sure-Fire Indicator of Positive Context of Measurement Change

Snapshots from the New Performance Measurement Paradigm

The Ongoing Transforming Power of Content

Chapter 6: The Focus of Measurement

The Importance of Focus

Selecting the Right Measures

Effectiveness First

How Value Is Created and Destroyed

Business Models and Strategy

Measuring What Matters Most

Measuring Intangible Assets

High-Leverage Measuring

Emergent Measures

New Customer Measures

Don't Expect Perfection

The Next Step

Chapter 7: The Integration of Measurement

The Importance of Measurement Integration

The Dis-Integrated Organization

Dis-Integrated Measurement

Dis-Integrated Data

Strategic Measurement

The Balanced Scorecard

The Value of Measurement Frameworks

Measurement Frameworks and Trade-Offs

Developing Measurement Frameworks

The Need for a CMO

The Next Step

Chapter 8: The Interactivity of Measurement

The Importance of Interactivity

Performance Measurement Should Be Both Interactive and Iterative

Data, Information, Knowledge, and Wisdom

The Data-to-Wisdom Conversion Process

Examples of Interactivity to Generate Wisdom

The Performance Measurement Cycle

Dialogue: The Key to Measurement Interactivity

Assessing an Organization's Measurement Capabilities

The Challenge of Interactivity Today

The Tendency to View Technology as the Panacea

Making Progress

PART TWO ADVANCED TOPICS

Chapter 9: Measurement Leadership

The Importance of Measurement Leadership

Why Measurement Leadership Doesn't Happen

The Tension Between Intuition and Measurement

The Myth of the Intuitive Leader

What Happens in the Absence of Measurement Leadership?

Routine vs. Transformational Measurement

The Challenges of Changing Measurement

Leading Transformational Performance Measurement

Establishing an Environment Conducive to Change

Making the Transformation Happen

Measurement Leaders

Needed: The Role of Chief Measurement Officer (CMO)

Chapter 10: Learning About and from Measurement

Transformational Learning

The Process of Learning

The Learning Loop

Transformational Measurement and Double-Loop Learning

Organizational Learning

Why Smart People Do Dumb Things

How Performance Measurement Can Help

Learning New Ways of Thinking About Performance Measurement

The Keys to Transformational Learning

How Well Does Your Organization Learn About and from Measurement?

Chapter 11: The Uses and Abuses of Measurement Technology

In Search of a Quick Fix and a Technology Breakthrough

Technology Infatuation

The Human Factor

The Proper Role of Technology in Performance Measurement

Business and Social Architecture

Failure to Address the Social Issues

Critical Issues in Adopting Measurement Technology

Scorecards and Dashboards

Adopting and Implementing Measurement Technology

Steps for Successful Technology Investment

Chapter 12: Performance Measurement Maturity

The Concept of Maturity

The Transformation Journey

Assessing Transformational Performance Measurement Maturity

Levels of Performance Measurement Maturity

The Transformational Measurement Maturity Assessment

Chapter 13: Transformational Measurement: Now Is the Time to Take Action

Defining Transformational Measurement

From Exploration to Transformation

Traditional vs. Transformational Thinking

Taking the Lead in Transformational Measurement

The Transformational Lens

An Experimental Attitude Is Essential

The Challenge of Measuring Intangibles

Transformational Measurement of Intangibles

Chapter 14: Transformational Measurement Action Plans (TMAPs)

1.Customer Experience

2.Customer Engagement

3.Customer Delight

4.Customer Loyalty

5.Customer Relationship

6.Voice of the Customer

7.Customer Profitability

8.Customer Lifetime Value

9.Service Quality

10.Brand Equity

11.Intellectual Capital

12.Strategic Readiness of Intangibles

13.Innovation Climate

14.Reputation

15.Organizational Trust

16.Partner Relationships

17.Collaboration

18.Productivity

19.Organizational Agility

20.Waste

21.Inventory

22.Total Cost of Ownership

23.Activity-Based Costing

24.Economic Value Added

25.Organizational Intangible Value

26.Project Scheduling

27.Employee Engagement

28.Emotional Intelligence

29.Employee Safety

30.Employee Presenteeism

31.Learning Effectiveness

32.Information Orientation

33.Information Proficiency

34.Knowledge Flow

Epilogue: How to Begin Transformational Measurement in Your Organization

The Need for Measurement Leadership

Notes

Bibliography

Index"

About the Author

Dean R. Spitzer, Ph.D., has more than 30 years of experience helping organisations worldwide achieve superior performance. He is currently a senior researcher, consultant, and performance measurement thought leader with IBM Corporation, where he is doing groundbreaking research on "the socialization of measurement" and on identifying innovative measurement models. The author of six other books and more than 150 articles, Dr. Spitzer is a much sought-after consultant and conference presenter. He lives in Melbourne, Florida.

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