Managing business performance : the science and the art

Intro -- Managing Business Performance -- Contents -- Preface -- Acknowledgements -- About the Author -- PART 1 Introduction -- 1 Prologue -- 1.1 Background to this book -- 1.2 Motivation and principles -- 1.3 Who is this book for? -- 1.4 Structure of the book -- References -- 2 A Short History of Performance Measurement and Management -- 2.1 Beginnings -- 2.2 Performance measurement revolution -- 2.3 Performance measurement from different perspectives -- 2.4 Performance management -- 2.5 Balancing the SCIENCE with the ART -- 2.6 Future challenges -- References -- PART 2 The Science -- 3 What Are We Managing? -- 3.1 Everyone has a different view -- 3.2 How do companies compete? -- 3.3 Value streams - focused business units that create value -- 3.4 Business processes - the universal building blocks -- 3.5 Managerial processes - thinking about the future -- 3.6 Support processes - serving to create value -- 3.7 Anatomy of an organisation - the universal competitive structure -- 3.8 Summary -- References -- 4 Understanding and Managing Business Processes -- 4.1 Purpose and flow -- 4.2 What flows through the process? -- 4.3 Anatomy of a process -- 4.4 Understanding what affects flow -- 4.5 Measuring process performance -- 4.6 Summary -- Reference -- 5 Measuring Performance -- 5.1 Do we need measures? -- 5.2 Developing a performance measurement system -- 5.3 Communicating with measures -- 5.4 Scorecards, cockpits, dashboards and war-rooms -- 5.5 Creating effective visual performance measurement and management systems -- 5.6 Reviewing performance -- 5.7 Summary -- Reference -- 6 Summary: The Science of Managing Business Performance -- PART 3 The Art -- 7 Drivers of Performance -- 7.1 Measures of business performance -- 7.2 Managing performance for the short-term (up to 2 years) -- 7.3 Managing performance for the medium-term (2 to 5 years).