Mike Kennerley

Performance measurement system design: developing and testing a process based approach

Describes the development and testing of a structured methodology for the design of performance measurement systems. Frameworks, such as the balanced scorecard and the performance prism, have been proposed, but until recently little attention has been devoted to the question of how these frameworks can be populated, i.e. how managers can decide specifically which measures to adopt. Following a wide ranging review of the performance measurement literature, a framework identifying the desirable characteristics of a performance measurement system design process is developed. This framework provided guidelines which were subsequently used to inform the development of a process‐based approach to performance measurement system design. The process was enhanced and refined during application in three action research projects, involving major UK automotive and aerospace companies. The revised process was then formally documented and tested through six further industrial applications. Finally the process was written up in the form of a workbook and made publicly available.

Measuring performance in a changing business environment

The design and use of performance measurement systems has received considerable attention in recent years. Many organisations have redesigned their measurement systems to ensure that they reflect their current environment and strategies. However, increasingly the environment in which organisations compete is dynamic and rapidly changing, requiring constant modification of strategies and operations to reflect these changing circumstances. Despite this, few organisations appear to have systematic processes in place to ensure that their performance measurement systems continue to reflect their environment and strategies. This paper presents case study research that investigates what actions organisations can take to ensure that their measurement systems evolve over time.

A framework of the factors affecting the evolution of performance measurement systems

The effectiveness of performance measurement is an issue of growing importance to industrialists and academics alike. Many organisations are investing considerable amounts of resource implementing measures that reflect all dimensions of their performance. Consideration is being given to what should be measured today, but little attention is being paid to the question of what should be measured tomorrow. Measurement systems should be dynamic. They have to be modified as circumstances change. Yet few organisations appear to have systematic processes in place for managing the evolution of their measurement systems and few researchers appear to have explored the question, what shapes the evolution of an organisation’s measurement system? The research reported in this paper seeks to address this gap in the literature by presenting data that describes the forces that shape the evolution of the measurement systems used by different organisations.

Towards a definition of a business performance measurement system

Purpose – Scholars in the field of performance measurement tend to use the term business performance measurement (BPM) systems without explaining exactly what they mean by it. This lack of clarity creates confusion and comparability issues, and makes it difficult for researchers to build on one an each others work. The purpose of this paper is to identify the key characteristics of a BPM system, by reviewing the different definitions of a BPM system that exist in the literature. This work aims to open a debate on what are the necessary and sufficient conditions of a BPM system. It is also hoped that a greater level of clarity in the performance measurement research arena will be encouraged.Design/methodology/approach – The performance measurement literature is reviewed using a systematic approach.Findings – Based on this research, a set of conditions of a BPM system has been proposed from which researchers can choose those which are necessary and sufficient conditions for their studies.Research limitatio...

Managing through measures: a study of impact on performance

Purpose – This study investigates the use of performance measures and how performance measurement impacts performance.Design/methodology/approach – This study was conducted through multiple case studies in a single organisation. Comparisons are made between performance measurement practices in comparable high and average‐performing business units.Findings – The findings suggest that current research into the impact of performance measurement on performance may be too simplistic in its approach as much of the research relies on studying the physical and formal systems used, ignoring the types of factors found to be important in this study.Research limitations/implications – Being based on a single organisation, the wider applicability of the specific findings from this study should be questioned. However, if, as we suggest, the interactive nature of the use of the measurement system is important, future research will need to find ways of observing, measuring and quantifying this interactivity to allow a ri...

Enterprise resource planning: analysing the impact

Describes a study that set out to evaluate the performance impact of a SAP R3 implementation. The SAP system was implemented by a major multinational business in four of its European plants. Qualitative and quantitative data were collected over a two‐year period, through surveys and interviews with systems users and by accessing company records. While users were able to identify the operational benefits of SAP, they were still doubtful at the end of the evaluation process whether the system had resulted in any significant positive financial benefits for the business. Two themes related to this observation are explored. First the time lag between operational improvements and subsequent financial impact. Second the importance of learning as a means of reducing the time lag. Learning in this context is a multi‐dimensional concept and covers learning how to use the system, learning how to improve the system and learning how to improve the implementation process.

Performance measurement frameworks in public and non-profit sectors

In the last decade much attention has been devoted to developing performance measurement systems (PMS), which could encompass both financial and non-financial measures. Many frameworks have been conceived in order to allow companies to better evaluate their own performance by means of collected data, but few attempts have been made to provide public and non-profit organizations with PMS devoted explicitly for their needs. The aims of this paper are to review the frameworks currently developed and implemented in public and non-profit organizations and to identify the requirements of a framework, which can be applied in this context.

Survival of the fittest: measuring performance in a changing business environment

The design and use of performance measurement systems has received considerable attention in recent years. Many organizations have redesigned their measurement systems to ensure that they reflect their current environment and strategies. But how to maintain them over time? Increasingly, the environment in which organizations compete is dynamic and rapidly changing, requiring constantly changing strategies and operations that reflect these changing circumstances. Despite this, few organizations appear to have the internal culture and systematic processes in place to manage their performance measurement systems in order to ensure that they continue to reflect their environment and strategies. This article presents case study research that investigates what actions organizations can take to ensure that their measurement systems change over time.

Assessing energy within organisations

Purpose – The energy of employees is recognised as an important factor in their performance and in maximising their overall contribution to the organisation. Organisational energy is dynamic in nature; it is more than just the sum of the energy of its employees. It also includes the interaction and dynamics of teams and the organisation as a whole. This paper aims to provide an investigation of the role and relevance of energy in driving business performance.Design/methodology/approach – This paper explores the relevance of assessing energy within an organisation in order to drive business performance. It examines the sources and dynamics of energy, in order to provide insights into the nature of energetic organisations, and how they can leverage the concept of energy to improve business performance.Findings – Adopting a deductive approach, on the basis of a literature review, the paper proposes an explanatory framework for understanding the relationship between energy and performance – The Energy Perform...

Measuring the business case: linking stakeholder and shareholder value

Purpose – The purpose of this article is to provide a detailed review of how to design and test a framework for assessing the impact of corporate responsibility on firm value. Design/methodology/approach – Building on an earlier conceptual framework, this paper describes the testing of the framework on three cases within EDF over a period of some six months. The results of the workshops on the cases are then taken to show how to build on the earlier conceptual framework. Findings – Much of the difficulty of trading off corporate responsibility with financial performance is due to a lack of detailed understanding of how corporate responsibility issues can affect drivers of value. The framework was validated but to be effective it requires detailed understanding of both corporate responsibility and financial management. Research limitations/implications – The cases were undertaken within one company and so the results need to be tested in other contexts. Equally the model is too complex at this stage to be rolled out across the group. Practical implications – Nevertheless the framework is designed to be used in business and indeed EDF have taken the results into their processes. Originality/value – The paper sets out a detailed approach to linking corporate responsibility and business value in a practical way. The issue now is for businesses to find ways to apply the framework.