تبدیل اندازه‌گیری عملکرد: بازنگری در نحوه اندازه‌گیری و هدایت موفقیت سازمانی

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 unhealthy 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 roadmap for moving, with little or no disruption, to a more "transformational" and mature measurement system. The book also provides 34 TMAPs, 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.

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 unhealthy 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 roadmap for moving, with little or no disruption, to a more
transformational" and mature measurement system.
The book also provides 34 TMAPs, 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.

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 unhealthy 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 roadmap for moving, with little or no disruption, to a more "transformational" and mature measurement system. The book also provides 34 TMAPs, 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. You can't accurately gauge your company's performance if you don't know what -- or how -- to measure. 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 unhealthy 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 roadmap for moving, with little or no disruption, to a more "transformational" and mature measurement system. The book also provides 34 TMAPs, Transform.. 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. 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. Spitzer's "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. This book gives you assessment tools to gauge where you are now and a roadmap for moving, with little or no disruption, to a more "transformational" and mature measurement system. The book also provides 34 TMAPs, 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. 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. The author is senior researcher and thought leader at IBM. IBM is very supportive of this book and will help it gain exposure among major corporate clients. It includes examples and stories of companies with powerful measurements systems that are helping them achieve and sustain competitive advantage; also tell-tale stories of organizations whose systems are falling short - or failing outright. It features assessment tools and action plans for crucial areas including marketing, finance, human resources, R & D, project management, leadership development, and more Accurately measuring performance - of individuals, departments, projects, and initiatives - is the single best way to ensure strong, sustainable results. But many organizations have flawed or inconsistent measurement systems, which can lead to disaster. Transforming Performance Measurement presents a breakthrough approach that will not only significantly reduce dysfunctions, but also promote alignment with business strategy, maximize cross-enterprise integration, and help everyone to work collaboratively to drive value throughout your organization "Transforming Performance Measurement presents a breakthrough approach that will not only significantly reduce dysfunctions, but also promote alignment with business strategy, maximize cross-enterprise integration, and help everyone to work collaboratively to drive value throughout your organization."--Jacket