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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.
- 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