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