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3 of 4 people found the following review helpful
on 15 April 2006
This is THE book for anyone who wants to understand how performance management and corporate strategy "talk" to each other.

Unlike many other books that simply mention "strategy" as a sales-boosting buzzword, this one devotes the first few chapters to present the major insights of academics and practitioners in the field of strategy, painting a comprehensive picture in a clear, concise, and a very readable way.

The main feature which I think distinguishes this book from other books on strategy and performance (and the reason I liked it) is the fact that every major statement is discussed in a wider context and is complemented by concrete tools or techniques that have been used by the author in various companies. For instance, claiming that intangibles are the primary drivers of the company's value, the author discusses their relation to the company strategy, gives a tool for uncovering these drivers, supplements it by detailed recommendation of how to do it, and illustrates it by case studies from his own experience. The book offers a much needed combination of theoretical insight and down-to-earth practical techniques.

In short, the book not only arms you with a good set of tools to measure and manage performance, but also puts everything in a context, which gives you additional confidence in making decisions.

I have recently given a spiel to the graduating class of my MBA school, and I have recommended this book to them. It is truly 5 stars out of 5.
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3 of 5 people found the following review helpful
on 30 March 2006
This is THE book for anyone who wants to understand how performance management and corporate stategy "talk" to each other.
Unlike many other books that simply mention "strategy" as a sales-boosting buzzword, this one devotes the first few chapters to present the major insights of academics and practitioners into the field of strategy, painting a comprehensive picture in a clear, concise, and a very readable way.
The author then turns to the discussion of performance management in the context of corporate strategy. A lot is devoted to performance measurement - common pitfalls in designing and implementing measurement systems are analyzed, and more useful, practical and meaningful tools and techniques are discussed. The tricky issue of measuring intangibles is one of the central topics and is discussed in depth as are the consequences of measuring for the wrong reasons.
The main feature which I think distinguishes this book from other books on strategy and performance (and the reason I liked it) is the fact that every major statement is discussed in a wider context and is complemented by concrete tools or techniques that have been used by the author in various companies. For instance, claming that intangibles are the primary drivers of the company's value, the author discusses their relation to the company strategy, gives a tool for uncovering these drivers, supplements it by detailed recommendations of how to do it, and illustrates it by case studies from his own experience.
In short, the book not only arms you with a good set of tools to measure and manage performance, but also puts everything in a context, which gives you additional confidence in making decisions.
I have recently given a spiel to the graduating class of my MBA school, and I have recommended this book to them. It is truly 5 stars out of 5.
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2 of 4 people found the following review helpful
on 21 November 2006
I throughly enjoyed Strategic Performance Management. I have been trying to get to grips with Kaplan and Norton's Strategy Maps at the same time and, compared to Bernard Marr's book (which I found certainly rigorous but also extremely practical)I am not enjoying the Kaplan and Norton book. It may be something about the language that they use but it just doesn't feel that they are describing the business world as I understand it, whereas Bernard Marr does so extremely well.
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0 of 1 people found the following review helpful
on 30 March 2006
The practical experience and first hand research that form the basis of this book provide a sensible way forward for managers interested in this discipline. If you're looking to apply the principles of Performance Management in your own organisation but aren't sure where to start, you'll find that this book incorporates all the latest information on the topic into one very readable book.
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0 of 1 people found the following review helpful
on 7 April 2006
A book well written and to the point. It demistifys an area which appears difficult to understand and states current thinking into terms which anyone can understand. There are lots of examples and case studies which add to the value for potential users of the concepts laid out. A must buy for any person interested in this topic.
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0 of 1 people found the following review helpful
on 29 March 2006
I read this cover to cover in a day. The real case studies involving well known companies are truly insightful. The book is easily digestible and encourages you to really think about what you're doing right and wrong and how you'd apply the tools to your own business.
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