7 Deadly Sins of Performance Measurement and How to Avoid Them Harvard Case Solution & Analysis

In recent years, companies have developed much more sophisticated strategic measurement system based on tools such as the balanced scorecard, key performance indicators, computerized dashboards, and the like. However, as is widely held view that they measure too much, too little, or the wrong thing, and that in any case, they do not use their metrics effectively. Why? Based on discussions with hundreds of managers, management noted thinker, writer and professor Michael Hammer (Hammer & Co) comes to the conclusion that the operating results that companies typically use make little or no sense. In the main article of this special report, "7 Deadly Sins of measurement and how to avoid them," Hammer identified seven common mistakes - Deadly Sins - which seriously impedes the relevance and usefulness of the operating measures. It also provides managers with some means to redemption. Addition, four prominent managers - Carol J. Haney (Boeing Co), Anders Wester (Tetra Pak Group), Rick Ciccone (Procter & Gamble Co), and Paul Gaffney (Desktone Inc) - Comment on thesis Hummer through the prism of their own experience in this area and offer conclusions of his philosophy of performance measurement. "Hide
by Michael Hammer, Carol J. Haney, Anders Wester, Rick Ciccone, Paul Gaffney Source: MIT Sloan Management Review 12 pages. Publication Date: April 1, 2007. Prod. #: SMR241-PDF-ENG

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