Balanced Scorecards: The Journey from Measurement to Strategic Performance Management

Bernard Marr and James Creelman
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Bernard Marr: Advanced Performance Institute
James Creelman: Advanced Performance Institute

Chapter 2 in More with Less, 2011, pp 14-41 from Palgrave Macmillan

Abstract: Abstract There is a well-known adage that “What get’s measured gets done.”1 In recent years many organizations from both the commercial and public sectors have been diligently measuring just about everything that moves in the belief that the simple act of doing so will somehow substantially improve performance.

Keywords: Public Sector; Total Quality Management; Balance Scorecard; Public Sector Organization; Healthy City (search for similar items in EconPapers)
Date: 2011
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-30040-8_2

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DOI: 10.1057/9780230300408_2

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