Page 310 - Performance Leadership

Index • 299

Joint-value relationships, 220–224, 227, 231, objectives of, 34–35
245–246 performance, 9, 17
insurance performance network and, Mental dimension, 52, 55–56
250–253, 255–256 Merck mission statement, 202
managing, 265–266 Metrics, 8, 281
supermarket performance network, balancing, 44–46
261–262, 265–266 business interface, 101–118
telecom performance network and, 271–275 in loops of management, 19–20
measurement driving behavior and,
Kamprad, Ingvar, 158 36–42, 44–46, 50
Kaplan, R.S., 26, 165 Metso Corporation case study, 182–186
Key performance indicators (KPIs), 9, 281 Mind share, 205
of brand value, 206 Mintzberg, Henry, 166–167
CSFs and, 25 Misinterpretation, 38, 40–41
for customer value, 208 Misrepresentation, 38–39
KRI and, 46, 121 Mission statement, 60, 64, 190–210
of shareholder value, 207 in broad terms, 193, 196–197, 210
Key risk indicators (KRIs), 46, 121 definition of, 191–192
KPIs. See Key performance indicators external focus of, 193, 195, 210
KRIs. See Key risk indicators implementing, 203–210
as inspiring and truthful, 193, 197–198,
La Réunion case study, 115–117 210
Leadership, 8, 61, 78. See also Performance to the point, 193, 194–195, 210
leadership rediscovering, 190–198
Leading indicator, 29 as specific, 193, 195–196, 210
Learning/growth perspective, 26–28, 31, 174, stakeholder analysis of, 198–203
176–177 See also by company
Lehman Brothers mission statement, 200, 203 Mobile virtual network operators
Lexmark mission statement, 203 (MVNOs), 214
Local suppliers, 260 Money transfers, 94–97
Logistics, manufacturing and, 108–110, 113 Motivation, 8, 55, 176
MVNOs. See Mobile virtual network
Malone, Thomas W., 67 operators
Management, 2, 61, 71. See also Perfor- Myopia, 38, 39, 45
mance management
campaign, 106–108, 112–113 Net operating profit after taxes (NOPAT), 23
hierarchy, 65, 78–81, 103 Networks, 79–80. See also Performance
loops of, 18–20, 57, 58, 67–70, 73–78 networks
processes, 114–115, 148–154, 174, Nike, 12, 169–170, 194, 195, 204–206, 207,
175–176 214
risks, 46, 62, 65, 119–134, 120–122, mission statement, 204–206
168–170 Nokia mission statement, 196
Managers, 1, 9 NOPAT. See Net operating profit after taxes
Manufacturing, 108–110, 113, 176 Norfolk Southern mission statement, 196
Market risk, 121 Norton, D.P., 26, 165
Mayo, Elton, 35
McGregor, D., 151–152 Objectives, 34–35, 46–50. See also Goals
Measure, 281 and objectives
fixation, 37–39 “On the Folly of Rewarding A, While Hop-
Measurement, 10 ing for B,” 46
as driver of behavior, 7–11, 34–51, 81, “Once and done rate,” 273
100, 101, 106, 144, 217–218, 245, 278 Operational dimension, 57, 62, 64, 67–81,
of goals and objectives, 7–8, 10 218–219