Aligning strategic performance measures and results / by Stephen Gates.
- 1 of 1 copy available at Evergreen Indiana.
0 current holds with 1 total copy.
|Location||Call Number / Copy Notes||Barcode||Shelving Location||Status||Due Date|
|Indiana State Library - Indianapolis||ISLM HD56.25 .G38 1999 (Text)||0000101972404||General book||Available||-|
- ISBN: 0823707105
- Physical Description: 41 pages : illustrations ; 28 cm.
- Publisher: New York, NY : Conference Board, 
- Copyright: ©1999
|Bibliography, etc. Note:||
Includes bibliographical references.
|Formatted Contents Note:||
Method -- Executive summary -- Aligning strategic performance measures and results. What drives SPMs? ; Rewards of pursuing SPMs ; SPM is a CEO issue ; Approaches to SPM ; Linking strategies and measures ; Lessons learned ; The momentum continues: forces driving change in industry will drive change in SPM systems -- Case studies. Siemens: integrating strategic measurement systems ; Caterpillar's SPM system ; Royal Bank of Canada: communicating SPMs to investors ; Rhone-Poulenc: value-based strategic management ; Dow Chemical: linking performance measures to business strategies ; National Power: "Investors in People: performance standards.
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|Subject:||Industrial productivity > Measurement.