"Acknowledgments
Introduction
The Elusive Search for the Secret of Success
Changing the Paradigm
A Surprising Truth About Performance Measurement
The Purpose of This Book
The Transformational Measurement Questionnaire
PART ONE THE FUNDAMENTALS
Chapter 1: Why Measurement Is So Powerful
The Pervasiveness of Measurement
The Challenge of Organizational Measurement
The Power of Measurement
Performance Measurement Promotes Effective Management
The Functions of Performance Measurement
Chapter 2: When Measurement Goes Bad
The Problem of Measurement Dysfunction
A Major Cause of Measurement Dysfunction
How Rewards Increase the Potential for Measurement Dysfunction
Fear Also Induces Measurement Dysfunction
Measuring the Wrong Things
Measuring ""Looking Good"" Rather Than ""Being Good""
Suboptimization
Cheating
Measuring Too Much
Dysfunctional Measurement and Employees
Chapter 3: Why Measurement Goes Bad
Motive and Opportunity
How People Experience Measurement
Employees' Attitudes Toward Measurement at Work
The Context of Measurement
Confusing Measurement and Evaluation
Purpose
Disempowerment
The ""Motivational"" Use of Measurement
Distrust
Negative Accountability
Resistance to Measurement
Opportunity and Motive Revisited
The Challenge Ahead
Chapter 4: Beginning the Transformation
The Transformational Vision
How to Realize the Vision: The Four Keys
A Roadmap to Success
Chapter 5: Creating A Positive Context of Measurement
The Context of Measurement
The Formal Aspects of the Performance Measurement System
The Human Factor
The Context of Measurement Continuum
A Sure-Fire Indicator of Positive Context of Measurement Change
Snapshots from the New Performance Measurement Paradigm
The Ongoing Transforming Power of Content
Chapter 6: The Focus of Measurement
The Importance of Focus
Selecting the Right Measures
Effectiveness First
How Value Is Created and Destroyed
Business Models and Strategy
Measuring What Matters Most
Measuring Intangible Assets
High-Leverage Measuring
Emergent Measures
New Customer Measures
Don't Expect Perfection
The Next Step
Chapter 7: The Integration of Measurement
The Importance of Measurement Integration
The Dis-Integrated Organization
Dis-Integrated Measurement
Dis-Integrated Data
Strategic Measurement
The Balanced Scorecard
The Value of Measurement Frameworks
Measurement Frameworks and Trade-Offs
Developing Measurement Frameworks
The Need for a CMO
The Next Step
Chapter 8: The Interactivity of Measurement
The Importance of Interactivity
Performance Measurement Should Be Both Interactive and Iterative
Data, Information, Knowledge, and Wisdom
The Data-to-Wisdom Conversion Process
Examples of Interactivity to Generate Wisdom
The Performance Measurement Cycle
Dialogue: The Key to Measurement Interactivity
Assessing an Organization's Measurement Capabilities
The Challenge of Interactivity Today
The Tendency to View Technology as the Panacea
Making Progress
PART TWO ADVANCED TOPICS
Chapter 9: Measurement Leadership
The Importance of Measurement Leadership
Why Measurement Leadership Doesn't Happen
The Tension Between Intuition and Measurement
The Myth of the Intuitive Leader
What Happens in the Absence of Measurement Leadership?
Routine vs. Transformational Measurement
The Challenges of Changing Measurement
Leading Transformational Performance Measurement
Establishing an Environment Conducive to Change
Making the Transformation Happen
Measurement Leaders
Needed: The Role of Chief Measurement Officer (CMO)
Chapter 10: Learning About and from Measurement
Transformational Learning
The Process of Learning
The Learning Loop
Transformational Measurement and Double-Loop Learning
Organizational Learning
Why Smart People Do Dumb Things
How Performance Measurement Can Help
Learning New Ways of Thinking About Performance Measurement
The Keys to Transformational Learning
How Well Does Your Organization Learn About and from Measurement?
Chapter 11: The Uses and Abuses of Measurement Technology
In Search of a Quick Fix and a Technology Breakthrough
Technology Infatuation
The Human Factor
The Proper Role of Technology in Performance Measurement
Business and Social Architecture
Failure to Address the Social Issues
Critical Issues in Adopting Measurement Technology
Scorecards and Dashboards
Adopting and Implementing Measurement Technology
Steps for Successful Technology Investment
Chapter 12: Performance Measurement Maturity
The Concept of Maturity
The Transformation Journey
Assessing Transformational Performance Measurement Maturity
Levels of Performance Measurement Maturity
The Transformational Measurement Maturity Assessment
Chapter 13: Transformational Measurement: Now Is the Time to Take Action
Defining Transformational Measurement
From Exploration to Transformation
Traditional vs. Transformational Thinking
Taking the Lead in Transformational Measurement
The Transformational Lens
An Experimental Attitude Is Essential
The Challenge of Measuring Intangibles
Transformational Measurement of Intangibles
Chapter 14: Transformational Measurement Action Plans (TMAPs)
1.Customer Experience
2.Customer Engagement
3.Customer Delight
4.Customer Loyalty
5.Customer Relationship
6.Voice of the Customer
7.Customer Profitability
8.Customer Lifetime Value
9.Service Quality
10.Brand Equity
11.Intellectual Capital
12.Strategic Readiness of Intangibles
13.Innovation Climate
14.Reputation
15.Organizational Trust
16.Partner Relationships
17.Collaboration
18.Productivity
19.Organizational Agility
20.Waste
21.Inventory
22.Total Cost of Ownership
23.Activity-Based Costing
24.Economic Value Added
25.Organizational Intangible Value
26.Project Scheduling
27.Employee Engagement
28.Emotional Intelligence
29.Employee Safety
30.Employee Presenteeism
31.Learning Effectiveness
32.Information Orientation
33.Information Proficiency
34.Knowledge Flow
Epilogue: How to Begin Transformational Measurement in Your Organization
The Need for Measurement Leadership
Notes
Bibliography
Index"
Dean R. Spitzer, Ph.D., has more than 30 years of experience helping organisations worldwide achieve superior performance. He is currently a senior researcher, consultant, and performance measurement thought leader with IBM Corporation, where he is doing groundbreaking research on "the socialization of measurement" and on identifying innovative measurement models. The author of six other books and more than 150 articles, Dr. Spitzer is a much sought-after consultant and conference presenter. He lives in Melbourne, Florida.
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