Managing Business Performance -- Contents -- Preface -- Acknowledgements -- About the Author -- PART 1 Introduction -- 1 Prologue -- 1.1 Background to this book -- 1.2 Motivation and principles -- 1.3 Who is this book for? -- 1.4 Structure of the book -- References -- 2 A Short History of Performance Measurement and Management -- 2.1 Beginnings -- 2.2 Performance measurement revolution -- 2.3 Performance measurement from different perspectives -- 2.4 Performance management -- 2.5 Balancing the SCIENCE with the ART -- 2.6 Future challenges -- References -- PART 2 The Science -- 3 What Are We Managing? -- 3.1 Everyone has a different view -- 3.2 How do companies compete? -- 3.3 Value streams - focused business units that create value -- 3.4 Business processes - the universal building blocks -- 3.5 Managerial processes - thinking about the future -- 3.6 Support processes - serving to create value -- 3.7 Anatomy of an organisation - the universal competitive structure -- 3.8 Summary -- References -- 4 Understanding and Managing Business Processes -- 4.1 Purpose and flow -- 4.2 What flows through the process? -- 4.3 Anatomy of a process -- 4.4 Understanding what affects flow -- 4.5 Measuring process performance -- 4.6 Summary -- Reference -- 5 Measuring Performance -- 5.1 Do we need measures? -- 5.2 Developing a performance measurement system -- 5.3 Communicating with measures -- 5.4 Scorecards, cockpits, dashboards and war-rooms -- 5.5 Creating effective visual performance measurement and management systems -- 5.6 Reviewing performance -- 5.7 Summary -- Reference -- 6 Summary: The Science of Managing Business Performance -- PART 3 The Art -- 7 Drivers of Performance -- 7.1 Measures of business performance -- 7.2 Managing performance for the short-term (up to 2 years) -- 7.3 Managing performance for the medium-term (2 to 5 years).

7.4 Managing performance for the long-term (5+ years) -- 7.5 Summary -- References -- 8 Capabilities, Culture and Performance -- 8.1 Understanding organisational capabilities -- 8.2 How do organisational capabilities develop? -- 8.3 Learning to learn -- 8.4 Managing organisational capabilities and culture -- 8.5 Summary -- Reference -- 9 The People Component -- 9.1 What kind of organisation would you like to work in? -- 9.2 The people component -- 9.3 What motivates people? -- 9.4 What needs to change? -- 9.5 Summary -- References -- 10 Balancing Organisational Controls -- 10.1 What is the right balance? -- 10.2 What happens when we get the balance wrong? -- 10.3 Understanding the interplay between performance measurement and performance management -- 10.4 Balancing organisational controls: Do's and don'ts -- 10.5 Summary -- References -- 11 Summary: The Art of Managing Business Performance -- PART 4 Effective Interventions -- 12 Designing Effective Interventions -- 12.1 A systems approach -- 12.2 The organisation as a system -- 12.3 Who will decide what needs to change and how? -- 12.4 Technical vs. social intervention -- 12.5 What to change? -- 12.6 Finding the trim-tab -- 12.7 Summary -- References -- 13 Delivering Effective Interventions -- 13.1 Balancing short-term results with drivers of long-term sustainable performance -- 13.2 Planning and monitoring interventions -- 13.3 Joined-up thinking -- 13.4 Milestones: One big step at a time -- 13.5 Making improvement part of the day job -- 13.6 Summary -- References -- 14 Epilogue -- 14.1 Its all about balance and harmony -- 14.2 Learning the right balance -- 14.3 Where do we start? -- Reference -- 15 The Book in a Nutshell -- 15.1 Part One - Introduction -- 15.2 Part Two - The Science -- 15.3 Part Three - The Art -- 15.4 Part Four - Effective Interventions -- 15.5 Conclusions -- Appendices.

A Overview of Popular Performance Measurement Models and Frameworks -- A.1 DuPont model -- A.2 The Performance Measurement Matrix (PMM) -- A.3 The Performance Measurement Questionnaire (PMQ) -- A.4 The Results and Determinants Framework -- A.5 The Strategic Measurement Analysis and Reporting Technique (SMART) -- A.6 The Cambridge Performance Measurement Design Process -- A.7 The Pyramid of Organisational Development -- A.8 Integrated Performance Measurement System (IPMS) reference model -- A.9 The Business Excellence model of the European Foundation for Quality Management (EFQM) -- A.10 The Performance Prism -- References -- B Common Performance Measures -- B.1 Financially focused measures -- B.2 Customer-focused measures -- B.3 Internal process-focused measures -- B.4 Learning and growth-focused measures -- B.5 Advanced Performance Institute and Bernard Marrs 25 measures that every manager should know -- B.6 Oliver Wight International and the ABCD checklist for business excellence -- B.7 Supply Chain Operations Reference (SCOR) model -- References -- Index -- EULA.