Performance Management Systems - Design and Implementation
Why is this area important?
Early research by Lewy & Du Mee suggested that 70% of Balanced Scorecard implementations failed. Given the considerable amount of effort and energy being expended on developing and implementing scorecards and measurement systems this is an important area for practitioners and academic alike.
This has been a core research activity for CBP. However, over the past decade, the Centre has developed and widely tested processes for the design and implementation of performance measurement systems. Our researchers have studied the implementation phase and have identified the drivers, hurdles and show stoppers.
CBP's activities
CBP has a number of activities that contributes to this area: -
- Strategic Performance Measurement, a three-day workshop designed specifically for those wishing to develop their performance measurement and management systems
- The Best Practice Performance Measurement Roundtable where leading companies meet and discuss their performance measurement experiences and develop new approaches to the difficulties they encounter
- Design and Implementation facilitation support for companies and public sector bodies looking to develop Balanced Scorecards or Performance Prisms
Research agenda
Our main objective is to develop research in the following areas:
- Understand the impact of performance measurement on performance
- Understanding how the use of performance measurement influences behaviours, affects routines and performance
Collaborators for projects in any of these areas are encouraged and welcome.
Research projects
Performance measurement best practice, a project sponsored by the Performance Measurement Best Practice Roundtable
Impact of performance measurement on performance
Contact
For any further information please contact Mike Bourne m.bourne@cranfield.ac.uk