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.
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.
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.