Aligning Strategic Performance Measures and Results

The Conference Board, Inc., 40 pages, October 21, 1999
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This research report offers key findings that demonstrate the capability of strategic performance measurement systems to improve business results.

Document Highlights

A strategic performance measurement (SPM) system combines financial, strategic, and operating businsess measures to gauge how well a company meets targets. This research report, based on advice and feedback from A.T. Kearney, chief financial officers, corporate strategists, a survey of 113 companies, as well as a review of current literature, offers key findings that demonstrate the capability of SPM systems to improve business results.

Topics covered:

  • 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

Features detailed case studies of:

Siemens, Caterpillar, Royal Bank of Canada, Rhône Poulenc, Dow Chemical, and National Power

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