As a brief overview of the preceding chapters, three observations stand out. First, business change is forcing organizations to rethink how they interpret, or what they do concerning four broad aspects of corporate performance: strategy, processes, people, and systems. Together all four encompass the main chapter themes discussed in this book.
Second, it is clear that performance measurement is a driver of change and improvement, provided it is interpreted strategically and other elements realigned accordingly. This affirms the point in Chapter 1, that it is a competitive issue in its own right.
Third, and unquestionably, measurement has to deliver against heightening expectations from diverse constituencies of stakeholders, hence the importance of avoiding the tag of sector laggard or, in some cases, a more primary need of simply staying in business. Effective delivery from measurement makes commercial and strategic sense.
Certainly, raising performance measurement to a strategic level is of critical importance. Each chapter indicates how this might be achieved through key questions, case reports, and guidelines. Employee measurement, one of the most difficult areas according to studies, acts as a snapshot to illustrate this point. Widely applied, it is generally perceived as merely a feel-good or public relations exercise, which, in practice, can have little real worth.