AndyNeely1, ChrisAdams2, PaulCrowe3
1Andy Neely is Director of the Centre for Business Performance and Professor of Operations Strategy and Performance at Cranfield School of Management, Cranfield, UK. He chaired the first and second international academic conferences on performance measurement, in July 1998 and July 2000, respectively, and has authored over 100 books and articles on the subject, including Measuring Business Performance, which was published by The Economist. He can be contacted at [email protected] 2Chris Adams is a Senior Experienced Manager at Accenture (formerly known as Andersen Consulting) in its UK practice. He has recently been responsible for leading the firm’s “Managing With Measures” core capability development initiative and is a member of its Finance and Performance Management service line. He can be contacted at [email protected] 3Paul Crowe is a Manager in the Products Division of Accenture’s UK practice and has specialised in business process architecture and performance measurement over the last three years.
Tóm tắt
This article describes and illustrates the practical application of a new measurement framework – The Performance Prism – which addresses the shortcomings of many of the traditional measurement frameworks being used by organisations today. The Performance Prism, with its comprehensive stakeholder orientation, encourages executives to consider the wants and needs of all the organisation’s stakeholders, rather than a subset, as well as the associated strategies, processes and capabilities. DHL’s board for the UK have used this framework to re‐engineer their corporate measurement and reporting system and the article explains DHL and other firms’ experiences with the Performance Prism.
