Performance Measurement

Strategy: Why don’t things get done?

It’s a great strategy, but why isn’t anything getting done? OK, so you’ve crafted a great strategy, one that you’re proud of and that you’re sure will win.  You’ve been working hard on it and you’ve communicated the strategy and its critical actions out through the organisation’s usual channels. Problems […]

Strategy: Why don't things get done

Challenging the Tenets of Management: #1 Shareholder value

The maximisation of shareholder value has been hailed over the last decade as managements’ central and ultimate driving mission or purpose in life. On the surface, it’s one that makes sense too. The shareholders are the ultimate owners of an organization, so the maximisation a business’s financial value (variously defined […]

Recession: Understanding the business and psychological impact 1

Overview: Recession – Understanding the business and psychological impact This briefing provides the results of a web-based survey conducted on this site between February and May 2009 to determine the real costs and impact of the recession – especially from the perspective of the psychological impact upon organizations’ human resources. […]

Recession: Looking for stress points

In my last posting Davos 2009, Recession and Business Strategy: Quo Vadis? I included some straightforward questions to start the process of “stress testing” your business strategy.  In this posting I would like to explore the issue of “Stress” from a different perspective, which has a distinctly human element. Unfortunately […]

Countering Over-Optimism: A role for the Balanced Scorecard?

Gavin Cassar’s (Assistant Professor of Accounting at Wharton) latest research is interesting and may confirm a trend that many of us suspected was lurking behind the scenes. The problem is that when preparing business plans, managers tend to be overly optimistic. There may be an inbuilt tendency for us all […]

The Dangers of Stretch Targets

Reading Stefan Stern’s article “The art of stretching employees” (Financial Times February 25th 2008) reminded me of some of the problems associated with the popular management by “stretch” philosophy. You know what I mean – asking employees to do the seemingly impossible for example achieve 60% growth after a year […]