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| Acknowledgments | |
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| Introduction | |
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| The Elusive Search for the Secret of Success | |
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| Changing the Paradigm | |
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| A Surprising Truth About Performance Measurement | |
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| The Purpose of This Book | |
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| The Transformational Measurement Questionnaire | |
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| The Fundamentals | |
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| Why Measurement Is So Powerful | |
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| The Pervasiveness of Measurement | |
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| The Challenge of Organizational Measurement | |
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| The Power of Measurement | |
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| Performance Measurement Promotes Effective Management | |
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| The Functions of Performance Measurement | |
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| When Measurement Goes Bad | |
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| The Problem of Measurement Dysfunction | |
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| A Major Cause of Measurement Dysfunction | |
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| How Rewards Increase the Potential for Measurement Dysfunction | |
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| Fear Also Induces Measurement Dysfunction | |
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| Measuring the Wrong Things | |
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| Measuring "Looking Good" Rather Than "Being Good" | |
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| Suboptimization | |
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| Cheating | |
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| Measuring Too Much | |
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| Dysfunctional Measurement and Employees | |
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| Why Measurement Goes Bad | |
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| Motive and Opportunity | |
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| How People Experience Measurement | |
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| Employees' Attitudes Toward Measurement at Work | |
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| The Context of Measurement | |
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| Confusing Measurement and Evaluation | |
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| Purpose | |
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| Disempowerment | |
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| The "Motivational" Use of Measurement | |
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| Distrust | |
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| Negative Accountability | |
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| Resistance to Measurement | |
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| Opportunity and Motive Revisited | |
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| The Challenge Ahead | |
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| Beginning the Transformation | |
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| The Transformational Vision | |
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| How to Realize the Vision: The Four Keys | |
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| A Roadmap to Success | |
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| Creating A Positive Context of Measurement | |
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| The Context of Measurement | |
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| The Formal Aspects of the Performance Measurement System | |
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| The Human Factor | |
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| The Context of Measurement Continuum | |
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| A Sure-Fire Indicator of Positive Context of Measurement Change | |
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| Snapshots from the New Performance Measurement Paradigm | |
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| The Ongoing Transforming Power of Content | |
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| The Focus of Measurement | |
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| The Importance of Focus | |
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| Selecting the Right Measures | |
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| Effectiveness First | |
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| How Value Is Created and Destroyed | |
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| Business Models and Strategy | |
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| Measuring What Matters Most | |
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| Measuring Intangible Assets | |
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| High-Leverage Measuring | |
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| Emergent Measures | |
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| New Customer Measures | |
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| Don't Expect Perfection | |
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| The Next Step | |
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| The Integration of Measurement | |
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| The Importance of Measurement Integration | |
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| The Dis-Integrated Organization | |
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| Dis-Integrated Measurement | |
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| Dis-Integrated Data | |
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| Strategic Measurement | |
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| The Balanced Scorecard | |
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| The Value of Measurement Frameworks | |
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| Measurement Frameworks and Trade-Offs | |
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| Developing Measurement Frameworks | |
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| The Need for a CMO | |
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| The Next Step | |
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| The Interactivity of Measurement | |
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| The Importance of Interactivity | |
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| Performance Measurement Should Be Both Interactive and Iterative | |
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| Data, Information, Knowledge, and Wisdom | |
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| The Data-to-Wisdom Conversion Process | |
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| Examples of Interactivity to Generate Wisdom | |
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| The Performance Measurement Cycle | |
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| Dialogue: The Key to Measurement Interactivity | |
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| Assessing an Organization's Measurement Capabilities | |
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| The Challenge of Interactivity Today | |
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| The Tendency to View Technology as the Panacea | |
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| Making Progress | |
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| Advanced Topics | |
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| Measurement Leadership | |
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| The Importance of Measurement Leadership | |
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| Why Measurement Leadership Doesn't Happen | |
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| The Tension Between Intuition and Measurement | |
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| The Myth of the Intuitive Leader | |
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| What Happens in the Absence of Measurement Leadership? | |
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| Routine vs. Transformational Measurement | |
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| The Challenges of Changing Measurement | |
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| Leading Transformational Performance Measurement | |
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| Establishing an Environment Conducive to Change | |
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| Making the Transformation Happen | |
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| Measurement Leaders | |
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| Needed: The Role of Chief Measurement Officer (CMO) | |
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| Learning About and from Measurement | |
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| Transformational Learning | |
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| The Process of Learning | |
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| The Learning Loop | |
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| Transformational Measurement and Double-Loop Learning | |
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| Organizational Learning | |
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| Why Smart People Do Dumb Things | |
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| How Performance Measurement Can Help | |
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| Learning New Ways of Thinking About Performance Measurement | |
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| The Keys to Transformational Learning | |
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| How Well Does Your Organization Learn About and from Measurement? | |
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| The Uses and Abuses of Measurement Technology | |
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| In Search of a Quick Fix and a Technology Breakthrough | |
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| Technology Infatuation | |
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| The Human Factor | |
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| The Proper Role of Technology in Performance Measurement | |
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| Business and Social Architecture | |
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| Failure to Address the Social Issues | |
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| Critical Issues in Adopting Measurement Technology | |
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| Scorecards and Dashboards | |
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| Adopting and Implementing Measurement Technology | |
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| Steps for Successful Technology Investment | |
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| Performance Measurement Maturity | |
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| The Concept of Maturity | |
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| The Transformation Journey | |
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| Assessing Transformational Performance Measurement Maturity | |
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| Levels of Performance Measurement Maturity | |
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| The Transformational Measurement Maturity Assessment | |
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| Transformational Measurement: Now Is the Time to Take Action | |
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| Defining Transformational Measurement | |
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| From Exploration to Transformation | |
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| Traditional vs. Transformational Thinking | |
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| Taking the Lead in Transformational Measurement | |
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| The Transformational Lens | |
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| An Experimental Attitude Is Essential | |
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| The Challenge of Measuring Intangibles | |
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| Transformational Measurement of Intangibles | |
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| Transformational Measurement Action Plans (TMAPs) | |
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| Customer Experience | |
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| Customer Engagement | |
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| Customer Delight | |
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| Customer Loyalty | |
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| Customer Relationship | |
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| Voice of the Customer | |
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| Customer Profitability | |
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| Customer Lifetime Value | |
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| Service Quality | |
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| Brand Equity | |
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| Intellectual Capital | |
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| Strategic Readiness of Intangibles | |
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| Innovation Climate | |
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| Reputation | |
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| Organizational Trust | |
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| Partner Relationships | |
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| Collaboration | |
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| Productivity | |
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| Organizational Agility | |
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| Waste | |
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| Inventory | |
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| Total Cost of Ownership | |
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| Activity-Based Costing | |
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| Economic Value Added | |
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| Organizational Intangible Value | |
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| Project Scheduling | |
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| Employee Engagement | |
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| Emotional Intelligence | |
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| Employee Safety | |
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| Employee Presenteeism | |
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| Learning Effectiveness | |
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| Information Orientation | |
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| Information Proficiency | |
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| Knowledge Flow | |
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| How to Begin Transformational Measurement in Your Organization The Need for Measurement Leadership | |
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| Notes | |
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| Bibliography | |
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| Index | |