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Tables of Contents for Performance Measurement & Control Systems for Implementing Strategy
Chapter/Section Title
Page #
Page Count
Preface
xi
I. Foundations for Implementing Strategy
1
74
1. Organizational Tensions to be Managed
3
13
Systems for Performance Measurement and Control
4
3
Balancing Organizational Tensions
7
8
Chapter Summary
15
1
2. Basics for Successful Strategy
16
22
Corporate Strategy and Business Strategy
16
2
Competitive Market Dynamics
18
3
Resources and Capabilities of a Business
21
6
The 4 Ps of Strategy
27
9
Chapter Summary
36
2
3. Organizing for Performance
38
19
Purpose of Structure
38
1
Design of Work Units
39
1
Basic Design Choices
39
7
A Hierarchy of Accountability
46
2
Specialization and Market Responsiveness
48
2
Accountability and Span of Control
50
3
Span of Attention
53
3
Chapter Summary
56
1
4. Using Information for Performance Measurement and Control
57
18
Organizational Process Model
59
3
The Choice of What to Control
62
5
Uses of Information
67
5
Conflicts in the Use of Management Information
72
2
Chapter Summary
74
1
II. Creating Performance Measurement Systems
75
130
5. Building a Profit Plan
77
33
Three Wheels of Profit Planning
78
2
The Profit Wheel
80
9
Cash Wheel
89
8
ROE Wheel
97
7
Using the Profit Wheels to Test Strategy
104
4
Chapter Summary
108
2
6. Evaluating Strategic Profit Performance
110
27
Strategic Profitability
111
4
Competitive Effectiveness: Market Share Variances
115
3
Competitive Effectiveness: Revenue Variances
118
2
Summary of Competitive Effectiveness Variances
120
1
Volume-Adjusted Profit Plan
121
1
Operating Efficiencies: Variable Costs
122
4
Operating Efficiencies: Nonvariable Costs
126
3
Summary of Operating Efficiency Variances
129
1
Interpreting Strategic Profitability Variances
130
2
Using Strategic Profitability Analysis
132
4
Chapter Summary
136
1
7. Designing Asset Allocation Systems
137
22
Asset Allocation Systems
137
6
Sorting Assets by Category
143
1
Evaluating Asset Acquisition Proposals
144
12
Putting It All Together
156
1
Chapter Summary
157
2
8. Linking Performance to Markets
159
27
Transfer Prices: Managing Markets Inside the Firm
159
2
Transfer Pricing Alternatives
161
5
Transfer Pricing Effects and Trade-Offs
166
4
Linking Profit Performance to External Markets
170
6
Economic Value Added
176
5
Linking External Markets and Internal Operations: Back to the Profit Plan
181
4
Chapter Summary
185
1
9. Building a Balanced Scorecard
186
19
The Balanced Scorecard
187
13
Testing the Linkage of Multiple Scorecard Measures to a Single Strategy
200
3
Four Perspectives: Are These Sufficient?
203
1
Chapter Summary
203
2
III. Achieving Profit Goals and Strategies
205
112
10. Using Diagnostic and Interactive Control Systems
207
23
Diagnostic Control Systems
208
6
Interactive Control Systems
214
12
Return on Management
226
1
Building Block Summary
227
2
Chapter Summary
229
1
11. Aligning Performance Goals and Incentives
230
25
The Nature of Performance Goals
230
4
Selecting Performance Measures
234
6
Setting the Performance Bar
240
5
Aligning Incentives
245
7
Executive Compensation at Ford Motor Company
252
1
Chapter Summary
253
2
12. Identifying Strategic Risk
255
20
Sources of Strategic Risk
255
9
Assessing Internal Risk Pressures
264
5
Misrepresentation and Fraud
269
4
Learning What Risks to Avoid
273
1
Chapter Summary
274
1
13. Managing Strategic Risk
275
26
Beliefs and Boundaries
275
3
Business Conduct Boundaries
278
6
Internal Controls
284
5
Strategic Boundaries
289
6
Chapter Summary
295
6
14. Levers of Control for Implementing Strategy
301
16
Levers of Control
301
5
Levers of Control and Human Behavior
306
2
Applying the Levers of Control
308
5
Taking Charge of a Business
313
3
Achieving Profit Goals and Strategies
316
1
IV. Case Studies
317
432
1: ATH Technologies, Inc.: Making the Numbers
319
14
2: J Boats
333
16
3: MCI Communications: Planning for the 1990s
349
10
4: Asea Brown Boveri
359
12
5: ABB: Accountability Times Two (A)
371
3
6: ABB: Accountability Times Two (B)
374
2
7: ABB: The ABACUS System
376
20
8: Roy Rogers Restaurants
396
18
9: Codman & Shurtleff, Inc.: Planning and Control System
414
15
10: Hanson Ski Products
429
7
11: Walker and Company: Profit Plan Decisions
436
10
12: Compagnie du Froid, S.A.
446
10
13: Texas Eastman Company
456
17
14: Burlington Northern: The ARES Decision (A)
473
22
15: Tennessee Controls: The Strategic Ranking Problem
495
14
16: Birch Paper Company
509
2
17: Polysar Limited
511
11
18: Purity Steel Corporation, 1995
522
9
19: Western Chemical Corporation: Divisional Performance Measurement
531
8
20: Chadwick, Inc.: The Balanced Scorecard
539
5
21: Mobil USM&R (A): Linking the Balanced Scorecard
544
18
22: Citibank: Performance Evaluation
562
9
23: Nordstrom: Dissension in the Ranks? (A)
571
21
24: Turner Construction Company: Project Management Control Systems
592
17
25: Mary Kay Cosmetics: Sales Force Incentives (A)
609
16
26: Duckworth Industries, Inc. -- Incentive Compensation Programs
625
21
27: Kidder, Peabody, & Co.: Creating Elusive Profits
646
19
28: Westchester Distributing, Inc. (A)
665
12
29: Automatic Data Processing: The EFS Decision
677
12
30: Hamilton Financial Investments: A Franchise Built on Trust
689
19
31: Automation Consulting Services
708
9
32: Becton Dickinson -- Designing the New SOF Planning Process
717
15
33: Guidant Corporation: Shaping Culture Through Systems
732
17
Further Reading
749
14
Glossary
763
10
Index
773