Measuring Performance - Using the New Metrics to Deploy Strategy and Improve Performance

Measuring Performance is an essential primer that organizes and clarifies the emerging discipline of performance metrics. It includes sections on Balanced Scorecards, Evaluating Your Metrics, What to Measure, Defining Your Metrics, Three-Step Method, Reporting Performance and more. Measuring Performance provides the basics in a clear and practical style, and offers a number of examples drawn from the author's extensive experience with leading organizations. Measuring Performance show how advanced measures are giving leaders new leverage to create change, manage performance, and produce better results. It covers developing the right measures, using metrics to improve performance, and key issues that arise in deploying metrics.
Content:
• Front Matter
• Introduction
• Table of Contents
•Part I. The New Metrics• 1. A New Discipline
• 2. The Balanced Scorecard
• 3. Metrics and Leadership
• 4. Assess Your Metrics
•Part II. What to Measure• 5. Measurement Models
• 6. Defining Your Metrics
• 7. The Three-Step Method
• 8. Strategy
• 9. Stakeholders
• 10. Snoozing Alligators
•Part III. Using Metrics to Improve Performance• 11. Reporting Performance
• 12. Improving Performance
• 13. Aligning Effort
• 14. Managing Accountabilities
•Part IV. Advanced Metrics• 15. Gaining Leverage
• 16. Process Metrics
• 17. Capability Metrics
•Part V. Issues to Anticipate• 18. What Lies Ahead?
• 19. How Many Measures?
• 20. How Often to Measure?
• 21. Shared Accountability?
• 22. Contamination
• 23. Reliability
• 24. Comparatives
• 25. The Performance Index
• 26. Denominator Management
• 27. Making Good Metrics Better
•Part VI. Performance Management• 28. A Summary Model
•Part VII. Resources & Glossary• References
• Glossary