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Beyond Performance Management: Why, When, and How to Use 40 Tools and Best Practices for Superior Business Performance Hardcover – February 7, 2012

4.3 out of 5 stars 12 customer reviews

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Editorial Reviews

Review

“A handy guide for the manager who, when faced with a maze of possible strategies, needs a clearly defined and impartial explanation of how to develop his or her business.” — Engineering and Technology Magazine

“This is not an ordinary primer on management tools. With Hope as co-author, there is a deeper level of analysis. His critique centres not on the tools but on the people who use them. Ultimately, his book amounts to a strong critique of managers. [It] will challenge their prejudices about some management tools at least and force them to consider whether the weaknesses they perceive lie not in the tools but within themselves.” “Beyond Performance Management is Hope’s last book, as he died shortly before it went to press. He will be missed for his plain-speaking and incisive, unsparing critique of modern management, at a time when those qualities are very badly needed.” — The Financial Times

About the Author

Jeremy Hope is cofounder of the Beyond Budgeting Round Table (BBRT) and has authored numerous books and articles on performance management including Reinventing the CFO (2006). Steve Player is the director of BBRT North America and coauthor of Future Ready (2010).
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Product Details

  • Hardcover: 416 pages
  • Publisher: Harvard Business Review Press (February 7, 2012)
  • Language: English
  • ISBN-10: 1422141950
  • ISBN-13: 978-1422141953
  • Product Dimensions: 9.7 x 6.2 x 1.3 inches
  • Shipping Weight: 1.4 pounds (View shipping rates and policies)
  • Average Customer Review: 4.3 out of 5 stars  See all reviews (12 customer reviews)
  • Amazon Best Sellers Rank: #643,066 in Books (See Top 100 in Books)

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Customer Reviews

Top Customer Reviews

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Surveys show that the most frequently used management tools - benchmarking, strategic planning, mission statements, customer relationship management, outsourcing, and the balanced scorecard - all have dismal satisfaction ratings, according to Jeremy Hope and Steve Player in this book.

Most management tools are either badly chosen or poorly implemented, according to the authors. The book aims to re-examine and re-present 40 different management tools and practices for a new management age. The tools and practices are grouped into five categories: strategic planning, shareholder and customer value, lean cost management, performance measurement and performance evaluation. For each of the tools and practices, the authors provide a description and assessment of effectiveness, an explanation of the possible benefits, and a list of actions that you should and should not take to maximise the potential of the tool or practice.

The authors list positives and negatives for each of the tools and practices, so it is hard to pin down their specific preferences. However, I gained the strong impression that they feel that "command and control" style management is bad, "empower and adapt" is good. Strategic planning is past its use-by date because it is "command and control" and the world moves too quickly nowadays, but the balanced scorecard is good provided it is used to "empower and adapt" and not to "command and control". Lean anything (manufacturing, services, accounting) and rolling forecasts are good, but budgets and Enterprise Resource Planning systems are bad. Executive bonuses are bad, but profit-sharing schemes are good.

Most managers who have experience with a range of the tools and practices covered in the book will find some areas of disagreement with the authors.
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Format: Hardcover
Jeremy Hope and Steve Player provide a crystal clear explanation of why they wrote this book: Its purpose is "to critically review a wide range of management tools and provide a number of guidelines that will help leaders select the right ones, implement them in the right way, and gain maximum value for their use," More specifically, their focus is on "forty tools and practices - those that typically represent a major change initiative and significant capital investment. We will examine these tools and practices through five perspectives of what is often known as `performance management': strategic planning, shareholder and customer value, lean cost management, performance measurement, and performance evaluation." Hope and Player devote a separate Section to each of the five. Also, they devised a generic format that is used within each of the 40 chapters:

o What is this practice and how effective is it?
o What is the performance potential of this practice?
o What actions do you need to take or avoid maximizing the potential of this practice?
o Conclusions (i.e. summary points)
o Further reading (excellent suggestions to those who "want to know more" about the given subject

To what does the word "Beyond" refer in this book's title? Although Hope and Player do not provide a specific explanation, my inference is that whatever is effective management today may not (indeed, will probably not be) adequate to meet tomorrow's challenges. Especially in today's global business world, change is the only constant. Moreover, the challenge to change management is exacerbated by the ever-increasing speed, complexity, and impact of the changes that occur.
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Format: Hardcover Verified Purchase
Yikes! A new employee, an experienced user of the Total Quality Management system, is lobbying hard for you to adopt TQM. Yet a new board member is shocked your organization doesn't use the Balanced Scorecard approach. Then there's that major donor, a zealot for Six Sigma (TQM on steroids), who has offered a fat check if you implement that best practice.

So how do leaders and managers differentiate between all of the management systems and tools--and pick the right one, at the right time, for the right reason?

Harvard Business Review Press has come to the rescue with this terrific new book. It's a keeper.

Authors Jeremy Hope and Steve Player write, "Many tools and practices suffer from poor practice. And having absorbed huge amounts of management time and expense, companies abandon many tools as the consultants move out and the internal project champions move on. Abortive tools and systems are a major source of management frustration, added complexity, and wasted time and cost."

They add, "Too many organizations rush into buying and implementing tools without first considering the fundamental question: which problem are we trying to solve? Framing and answering this question would avoid many expensive mistakes."

Or as Peter Drucker said, "I was taught that you make a diagnosis before you operate. And nine times out of ten, when you make the diagnosis, you don't operate."

The workplace has changed, of course, since many of the classic management tools were born. Many of these tools still work yet, say the authors, but must be applied with "empower and adapt" management models versus the old "command and control" top-down approach.
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