 Keeping Score: Using the Right Metrics to Drive World-Class Performance
Mark Graham Brown
All organizations spend thousands of hours collecting and reading data. However, many of these hours are nothing more than wasted time because organizations analyze the wrong metrics - which leads to inaccurate decision making.
Keeping Score ensures that you look at the right metrics. The author contends that metrics must focus on the past, present, and future and be based on the needs of customers, shareholders, and employees. Measuring everything is more damaging than measuring nothing - pinpointing the vital few key measures is the key to success.
Integrating the "balanced scorecard" concept with a Baldrige approach, Keeping Score will show you how to:
- Evaluate your current approach to measurement.
- Pinpoint incorrect performance measurements.
- Select the right financial metrics.
- Measure customer satisfaction and value.
- Measure quality of products and services before they reach the customers.
- Perform process measurement.
- Track supplier performance.
- Measure employee satisfaction.
- Redesign inadequate metrics and systems used to collect and report data.
- Improve the accuracy of your metrics by linking them to key success factors.
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Reviews:
"Full of specific examples and best practices gathered from the author's years of working with world-class companies, Keeping Score offers practical advice and guidance for developing measurement systems that lead to organizational excellence."
Robert J. Mruz, Director, Total Quality Management, ITT Sheraton, North America
"I've read all of Mark Graham Brown's books and been through a couple of his workshops. He always nails the topic and this book is no exception.
This book shows you how to pinpoint key measures, evaluate your measurement approach, and redesign inadequate metrics. I find it a very useful guide for my executive coaching and consulting practice."
Mark Morgan New Smyrna Beach, FL United States
"I ordered Mark Graham Brown's "Keeping Score" just as I got involved with a Balanced Scorecard implementation. As we worked through the process of designing our internal scorecard I found this slim volume an invaluable aid. From the introduction through to the last chapter, I found this book full of practical ideas and advice. For instance, one of my personal pet peeves is the short shrift most larger companies give to the value of their people. In chapter 10: "Measuring Employee Satisfaction", Mr. Brown addresses topics such as the short-sightedness of improving profits through downsizing and how a balanced scorecard can help underline this mistake. He ends the book with a practical 10 item list "The Key To Successful Plans". After all the theory, I was glad to have a roadmap handy. I'd recommend this book to anybody who is contemplating a new scorecard, or rehabbing an existing one."
jr_data_god from Elmhurst, IL USA
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