Aligning Strategic Performance Measures and Results

Aligning Strategic Performance Measures and Results

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Author: Stephen Gates
Publication Date: October 1999
Report Number: R-1261-99-RR

A strategic performance measurement (SPM) system combines financial, strategic, and operating businsess measures to gauge how well a company meets targets. This research report, based on advice and feedback from A.T. Kearney, chief financial officers, corporate strategists, a survey of 113 companies, as well as a review of current literature, offers key findings that demonstrate the capability of SPM systems to improve business results.

Topics covered:

What drives SPMs?

Rewards of pursuing SPMs

SPM is a CEO issue

Approaches to SPM

Linking strategies and measures

Lessons learned

The momentum continues - forces driving change in industry will drive change in SPM systems

Features detailed case studies of:

Siemens, Caterpillar, Royal Bank of Canada, Rhône Poulenc, Dow Chemical, and National Power

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Research Report
Price: $295.00
($75.00 Associates)

Format
Hard Copy PDF

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