Aligning Strategic Performance Measures and Results

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

Sign In to Download

Sign In

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

Pricing

Research Report ( pgs)
Members: Sign in to see your special price (it may be complimentary!)
Non-Members: $295.00
  • Human Capital
  • Back to Top