Handbook of Corporate Performance Management (PDF)

Introduction 1. Performance and the Role of Measurement 2. Practical Tools for Measuring Performance 3. Designing the System 4. Managing Implementation 5. Assessing and Managing Change 6. Target Setting 7. Linking Rewards to Performance 8. Managing with Measures - Statistical Process Control 9. Using Measures - Performance Reviews 10. Using Measures to Manage - Challenging Strategy 11. Keeping Your Measurement Process up to Date 12. Measuring Performance of People 13. Measuring Customers 14. Measuring Process Performance 15. Measuring Competence and Resource Development 16. Measuring Financial Performance 17. Measuring Sustainability 18. Creating a Culture of High Performance 19 Leadership Vignettes 20. Bringing It All Together Index

MIKE BOURNE is Professor of Business Performance and Director of the Centre for Business Performance at Cranfield University's School of Management. Before joining academia, Mike spent 15 years in business, with roles in production management, strategy and acquisitions, HR, and general management. He gained his PhD from the University of Cambridge. His current research focuses on corporate performance measurement and management and he has spent the last fifteen years working with companies supporting senior management teams through the process of designing, implementing and using performance management techniques. He has worked with, and been consulted by, a number of organisations including Accenture, Amadeus, BAe Systems, DB Schenker, European Central Bank, Lloyds TSB, McCormick Europe, NHBC, Oki Europe, PWC, Schering, Thales, Tube Lines and Unilever. He has authored over 100 publications and speaks internationally on the theme of business performance.

PIPPA BOURNE is Regional Director for ICAEW, the membership organisation supporting Chartered Accountants around the world. She has an MBA and is a chartered marketer and has experience in marketing and general management roles. In her early business career she held marketing roles in research and analysis. Following this she ran a number of successful profit centres within a university and professional bodies. She used the Balanced Scorecard to enable a culture change within one of these organisations, refocusing the business and improving performance. She is the co-author of Balanced Scorecard - Instant Manager, Balanced Scorecard in a Week, Achieving High Performance, Motivating People and Change Management in a Week, and was an editor of the journal Measuring Business Excellence.

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