Introduction 1. Both Efficient And Effective, The New Public Sector Performance Agenda 2. Balanced Scorecards, The Journey From Measurement To Strategic Performance Management 3. Using Lean Thinking To Improve Strategic Performance 4. Designing Strategy Maps To Agree Strategic Priorities 5. Agreeing High Level Strategic Outcome Targets And Key Performance Indicators 6. Selecting Strategic Initiatives: 7. Aligning Financial Management With Strategic Goals 8. Keeping Your Eyes On The Ball: Reporting And Reviewing Performance 9. Building A Culture Focused On Strategic Performance Management Conclusion And Key Strategic Performance Questions
Bernard Marr is a leading global authority and best-selling author
on organisational performance and business success. In this
capacity he regularly advises leading companies, organisations and
governments across the globe, which makes him an acclaimed and
award-winning keynote speaker, researcher, consultant and teacher.
Bernard Marr is acknowledged by the CEO Journal as one of today's
leading business brains. Bernard Marr has written a number of
seminal books and over 200 high profile reports and articles on
managing organisational performance. He has worked with and advised
many of the world's best-known organisations including Accenture,
Astra Zeneca, Bank of England, Barclays, BP, DHL, Fujitsu, Gartner,
HSBC, Mars, Ministry of Defence, Microsoft, Oracle, The Home
Office, NHS, Orange, Tetley, T-Mobile, Toyota, Royal Air Force, SAP
and Shell, among many others. Bernard's expert comments on
organizational performance regularly appear in high-profile
publications such as the Financial Times, the Sunday Times,
Financial Management, the CFO Magazine and the Wall Street
James Creelman is an author, practitioner and advisor specializing in the Balanced Scorecard and enterprise performance management. He is the author of more than 20 book or major research reports, most recently More with Less: Maximizing value in the public sector and Creating a Balanced Scorecard for a Financial Services Organization. James has consulted to public and private sector organizations across the globe and regularly leads both public and in-house training events. He is presently heading the Knowledge and Research Center for Palladium, the world's leading strategy execution consulting and training firm.
'An intriguing book...Someone should give George Osborne a copy.'
- Allister Heath, City A.M
"This book is a great piece of work which is right for our times. It is an excellent guide for everyone involved in strategy development and delivery in the new era of financial constraints."
-Robert W. Black, First Auditor General For Scotland (2000-2012)
"This is an excellent reference for those in the public sector who are responsible for good performance management. As a consumer of public sector services, I will be the ultimate beneficiary of this work."
-Dr David P. Norton, Co-Developer of the Balanced Scorecard; Director, Palladium Group
"A highly engaging and relevant book! Marr and Creelman are genius at making managing, reporting, and reviewing performance culture-focused, relevant, and fun in these changing times."
-Michelle McCusker, Head of Business Performance, NHS NW Collaborative Commercial Agency
"This book not only explains what good performance management can do for you, it makes it achievable. At a time when every public sector organization is striving to be as efficient and as effective as possible, the principles within this book make it possible to adapt and to demonstrate value in even the most challenging times."
-Patricia Stead, Director, Planning and Performance, Arts Council England
"A 'must' for anyone trying to maintain and enhance their performance in very challenging times. This approach helps to clarify thinking, truly identify priorities, and align resources in a way that the whole organization can understand."
-Gillian Porter, Head of Performance and Analysis, Durham Constabulary