Abstract
There is a growing literature concerned with the design and implementation of performance measurement systems but few studies of success and failure. This paper describes three phases of research into design and implementation of performance measurement systems involving 16 different businesses. The conclusion from the research is that senior management commitment is a key driver of success, but the paper will also describe the main factors which influence and change this commitment over the life of a performance measurement implementation project.
Acknowledgements
Research for this paper was conducted during the research project Manufacturing Strategy and Performance Measurement, which was sponsored by the CDP section of EPSRC under grant numbers GR/H21470 and GR/K53086.
Mike Bourne
is Director of the Centre for Business Performance, Cranfield School of Management. He has spent the last 10 years researching the implementation of performance measurement systems focusing on identifying the main factors that drive and hinder the implementation and uptake of new performance measures. Before his academic career, Mike spent 15 years in business spanning the valve, paper and board, building materials and machine-tool industries. He held a number of positions, from production management to strategy and acquisition, including directorship positions in subsidiary companies. Mike has authored over 100 books, papers and articles. He is the editor of the journal Measuring Business Excellence and The Handbook of Performance Measurement and co-author of The Balanced Scorecard in a Week. Since leaving industry, Mike has worked with and consulted to a number of organizations, including Accenture, BAE Systems, Lloyds TSB, McCormick Europe, Thomas Group Inc., Scheering, Shell, Unilever and Wolseley.
Notes
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