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By Marshall W. Meyer

Functionality dimension is still a vexing challenge for enterprise enterprises and other forms of agencies. The ''balanced scorecard'', extensively touted as an answer to difficulties of functionality dimension and strategic making plans, has no robust foundation in concept. in addition, implementation of the ''balanced scorecard'' could create many extra difficulties than it solves. this article returns to the basics through asking what's the functionality of the enterprise, can this functionality be measured, and what are moderate second-best measures if the first-best measures we want to have should not available
Explains why: the functionality we wish to degree (long-term money flows, long term viability) and the functionality we will be able to degree (current funds flows, shopper delight, etc.) should not an identical. Why are functionality measures so undesirable? -- working down of functionality measures -- looking for stability -- From price drivers to profit drivers -- studying from ABPA -- coping with and strategizing with ABPA

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Extra info for Rethinking performance measurement : beyond the balanced scorecard

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Given the endemic deficiencies of everyday performance measures – more on these deficiencies below – my concern is how they can be overcome, if only partially. Rethinking and simplifying the organization 22 Rethinking Performance Measurement and its environment can remedy some of these deficiencies but not all of them. And no amount of rethinking and simplification will allow us to measure economic performance directly. This holds whether economic performance is construed narrowly as “cash flow still to come” or broadly as the long-term efficiency and viability of the organization.

Whether the same strategy of treating costs and revenues as independent events – in the vernacular, cut costs on the one hand and drive revenues on the other – will work going forward is uncertain. The problem is not intent: when managers must cut costs, they seek to cut expenditures not contributing to revenues. The problem, rather, is that, absent analytic tools linking expenditures to revenues, the wrong costs are often cut. These analytic tools require a great deal of data, ideally data capturing all of the activities performed by the firm.

26 Business models of performance In order to place non-financial measures on an equal footing with financial measures, firms have had to construct business models sketching plausible linkages between financial and non-financial performance. 27 Business models of performance need not be circular Why are performance measures so bad? 43 as in this instance but may, instead, may be sequential and terminate with an outcome state such as shareholder value. Whether circular or sequential, business models usually specify relationships among constructs such as product quality and customer satisfaction.

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