Customer Reviews

Bullseye! : Hitting Your Strategic Targets Through High-Impact Measurement

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I've been consulting for 30+ years and find the concepts in this book refreshing. In fact, the problem with most scorecards is that they miss the linkages that Dr. Schiemann and Dr. Lingle address in this book: People, Culture and Discipline.

I especially like the detailed evalution of important linkages to make measurements work. These authors write clearly and succinctly with real case studies, not theory.

Use this book as a reference guide of what to do when Norton and Kaplan fails.

Knowledge-worker productivity is the biggest of the 21st century management challenges. Companies can do a great deal to improve it. This book exemplifies a key element: the measurement of non financial drivers of financial success. The 'Initiatives Grid' (Table 8-1) provides guidelines how to review strategic performance measures with the board of directors or parent organization. The process of cascading the measures throughout the organization and embedding the measures into the leadership process is key. The text gives a clear view of the bricks that put together a balanced set of performance indicators, that any organization could use to focus executive teams and human resources on a unified strategy. Companies may benefit from strict use of this system, readers will gain much from applying the insights without complete implementation.

Another try at using Kaplan & Norton's great two masterpiece books. If you love to buy every book in the field get this book. Otherwise, do not waste your money because there are newer and more updated books. The Balanced Scorecard is already in its third generation, using Systems Modeling with I THINK or POWERSIM, and this book is already past its glory.

Knowledge-worker productivity is the biggest of the 21st century management challenges. Companies can do a great deal to improve it. This book exemplifies a key element: the measurement of non financial drivers of financial success. The 'Initiatives Grid' (Table 8-1) provides guidelines how to review strategic performance measures with the board of directors or parent organization. The process of cascading the measures throughout the organization and embedding the measures into the leadership process is key. The text gives a clear view of the bricks that put together a balanced set of performance indicators, that any organization could use to focus executive teams and human resources on a unified strategy. Companies may benefit from strict use of this system, readers will gain much from applying the insights without complete implementation.