- Hardcover: 304 pages
- Publisher: AMACOM (February 16, 2007)
- Language: English
- ISBN-10: 0814408915
- ISBN-13: 978-0814408919
- Product Dimensions: 6.3 x 1.1 x 9.1 inches
- Shipping Weight: 1.3 pounds (View shipping rates and policies)
- Average Customer Review: 4.8 out of 5 stars See all reviews (64 customer reviews)
- Amazon Best Sellers Rank: #256,782 in Books (See Top 100 in Books)
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Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success Hardcover – February 16, 2007
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"""I am impressed by Dean Spitzer's approach to unlocking the hidden mysteries in business that keep people and organizations from succeeding. This book teaches how to accept reality and the importance of dialogue. It also reaffirms my belief that successful organizations develop a special language, a language of numbers, and once you develop it, you build on it, and the outcome is pride, self-esteem, teamwork, and trust."" –Jack Stack, Chairman, SRC Holdings; father of ""Open Book Management""; and author of The Great Game of Business
""This is one of the best books on performance measurement that I have ever read! Dean Spitzer has done a great job of illustrating the transformational potential of performance measurement. His arguments are spot-on, his examples persuasive, and his writing inspirational."" --Andy Neely, Professor and Chair, Centre for Business Performance, Cranfield University School of Management; and author of The Performance Prism
""Dean Spitzer takes the mystery out of performance measurement with this practical guide to how doing measurement right can transform any organization.""--Dean Williams, Chief Learning Officer, Wachovia Corporation
""Dean Spitzer’s approach to measurement as a social process is a breakthrough that will drive out fear, align measures with strategy, and create a context for the successful use of performance measurement. This book will help you get beyond ‘gaming the system’ to personal and organizational integrity.""--Lou Agosta, author of The Essential Guide to Data Warehousing
""Dean Spitzer shifts the performance measurement dialogue from having metrics to selecting the right ones and using them effectively. Leaders who are serious about improving the understanding, transparency, and effectiveness of organizational performance measures must read this book."" --Jim Hill, CEO, Proofpoint Systems; and Past President, International Society for Performance Improvement"
It’s no secret that you can’t improve your organization’s performance without measuring it. In fact, every function, unit, process, and the organization as a whole, is built and run according to the parameters and expectations of its measurement system.
So you’d better make sure you’re doing it right. All too often, performance measurement creates dysfunction, whether among individuals, teams, or across entire divisions and companies. Most traditional measurement systems actually encourage unhealthy competition for personal gain, creating internal conflict and breeding distrust of performance measurement.
Transforming Performance Measurement presents a breakthrough approach that will not only significantly reduce those dysfunctions, but also promote alignment with business strategy, maximize cross-enterprise integration, and help everyone to work collaboratively to drive value throughout your organization.
Performance improvement thought leader Dean Spitzer explains why performance measurement should be less about calculations and analysis and more about the crucial social factors that determine how well the measurements get used. His ""socialization of measurement"" process focuses on learning and improvement from measurement, and on the importance of asking such questions as: How well do our measures reflect our business model? How successfully are they driving our strategy? What should we be measuring and not measuring? Are the right people having the right measurement discussions?
Performance measurement is a dynamic process that calls for an awareness of the balance necessary between seemingly disparate ideas: the technical and the social aspects of performance measurement. For example, you need technology to manage the flood of data, but you must make sure that it supports the people who will be making decisions and taking action crucial to your organization’s success. This book shows you how to design that technical-social balance into your measurement system.
While it is urgent to start taking action now, transforming your organization’s performance measurement system will take time. Transforming Performance Measurement gives you assessment tools to gauge where you are now and a roadmap for moving, with little or no disruption, to a more "transformational" and mature measurement system.
The book also provides 34 TMAPs, Transformational Measurement Action Plans, which suggest both well-accepted and "emergent" measures (in areas such as marketing, human resources, customer service, knowledge management, productivity, information technology, research and development, costing, and more) that you can use right away.
In the end, you get what you measure. If you measure the wrong things, you will take your company farther and farther away from its mission and strategic goals. Transforming Performance Measurement tells you not only what to measure, but how to do it -- and in what context -- to make a truly transformational difference in your enterprise.
Top Customer Reviews
1. Excessive focus on rewards
3. Measuring the wrong things
4. Measuring `looking good,' rather than `being good'
5. Measuring too much
6. Sub-optimization (measuring in functional silos)
His cogent, compelling, specific remedies for transforming traditional performance measurement are to focus instead on:
1. Context: Continuously improve how measurement is experienced. [We rarely think about the "measurement experience" in organizations!]
2. Focus: Focus on measuring the right things. Focus on the `critical few' transformational measures, rather than the `trivial many' routine ones.
3. Integration: Use measurement frameworks and cross-functional measures to break down barriers and align the organization.
4. Interactivity: Performance measurement is just a bunch of `metrics' if it isn't the basis for dialogue. Dialogue around measurement makes it come alive, makes it meaningful, and promotes organizational learning.
Dr. Spitzer's thoughtful book is destined to be a classic due to its focus on the human aspects of performance measurement. Kudos and my gratitude to him for producing this practical guide.
Malcolm J. Conway
IBM Global Business Services
"Cherish those who seek the truth but beware of those who find it." - Voltaire
"Insanity: doing the same thing over and over again and expecting different results." - Albert Einstein
"There is surely nothing quite so useless as doing with great efficiency what should not be done at all." - Peter Drucker
In this remarkable volume, Dean Spitzer urges his reader to re-think how to measure and drive organizational success, whatever the size and nature of the give organization may be. He offers a number of performance measures and ways of measures that can have a "transformational impact" on the way people in organizations view the work, their products, their associates, and their customers. He asks his reader to begin to view measurement itself "through a new lens" when correlating the material in this book with her or his own organization. "Perhaps the most surprising truth covered in this book is that the `context of measurement' [i.e. `an optimal environment for its effective use'] will largely determine its effectiveness."
At this point, it should be noted that Spitzer offers two significant reassurances in the Introduction: transformational measurement doesn't require a major change in a business structure or systems, "but only in how you think about measuring your organization; moreover, "on those occasions when measurement is used for the purpose of improvement rather than to make judgments or place blame, and when it is focused on the right measures, its true power is revealed."
After an especially informative Introduction, Spitzer carefully organizes his material within and 13 chapters as he explains why transformational measurement is so powerful, what happens when measurement "goes bad, why it does so, the beginning of the transformation process, how to create a positive context of measurement, on what to focus when measuring, how to integrate measurement, the nature and extent of interactivity of measurement, the leadership required by effective measurement, what can be learned about and from measurement, what the uses and abuses of measurement technology are, how to achieve and then sustain "performance measurement maturity," and then in Chapter 13 for purposes of review, what transformational measures are and aren't as well as what they offer in terms of their capabilities and potential benefits.
Then in his final chapter, after having established a multi-dimensional frame-of-reference (i.e. a proper "context") for his own core concepts, Spitzer examines 34 different transformational measurement "action plans.
I strongly recommend that this material, in Chapter 14, be reviewed at least every 3-6 months because the needs and interests of a given organization, as well as the perils and opportunities within its competitive marketplace, are certain to change and thus modifications of its own "game plan" must be made in response to those changes.
I began this brief commentary with three quotations: Voltaire urges all of us to seek the truth but to be skeptical of absolutes, given the fact that in today's world, change continues to be the only constant; Einstein's insight supports Spitzer's assertion that each "context of measurement" be viewed through a "new lens"; and Drucker focuses our attention on determining - and then committing our resources - only to what is most important.
Spitzer would be among the first to insist that only a fool would attempt to apply all of the core concepts, basis principles, strategies, and tactics he discusses. It remains for each reader to absorb and digest this material first, then be informed and guided by it when formulating and then implementing a "game plan" for her or his own organization. Whatever the structure and details of that plan are, it must respond to four questions:
1. What is most important to our success?
2. What specifically must be done to achieve that success?
3. How can we accurately and consistently measure our performance - both as individuals and as an organization -when seeking that objective?
4. In process, how can we take full advantage of every learning opportunity and then apply what we have learned in a timely and effective manner?
Congratulations to Dean Spitzer on what I consider to be a brilliant achievement.
As directly as he suggests the reader examine their own measurement system, Dr. Spitzer "takes on" established measurement practices, and explains why - from sociological and psychological as well as procedural perspectives - they are not working. At the same time, he deftly paints a landscape of hope and encouragement, detailing the transformational performance measurement approach.
Dean's new book should be on your shelf beside those from which he significantly quotes: Senge, Deming, Argyris, Drucker, et al.