Editorial Review:
Improve the "Health" of Your Organization by Using the Right Metrics! The vast majority of companies use some form of balanced scorecard to measure performance measu, yet recent research suggests that most scorecards are based on singular, unsophisticated measurements, providing flawed data on the state of the organization. Beyond the Balanced Scorecard: Improving Business Intelligence with Analytics, by Mark Graham Brown, provides managers with the right metrics for evaluating important aspects of performance that are not accurately tracked by most companies and government organizations. Leaders will learn how to objectively measure: Relationships with Customers Employee Satisfaction External Business Environment Supplier/Vendor performance Strategy and Financials This book will show you how toconstruct a performance index, as well as provide you with example metrics of various aspects of performance that are difficult to measure.
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Customer Reviews
Average Customer Rating: 
Great read on scorecarding 2007-09-10
I must say that I became a huge fan of Mark Graham Brown's after reading his book "Get it, Set it, Move it, Prove it", so of course I had to pick up his next book on analytics. What I like the most about Mark's books is that they are really easy to understand. He talks about real life examples from recognizable companies he has worked with in every industry. There are some great industry specific scorecard samples in the book which I found really informative. Whether you are just beginning your Balanced Scorecard or performance management initiative, Mark describes what is important to the success of your performance management initiative, key failures, best practises and how to develop your scorecard to reap the most benefit and success of your organizations strategic goals. I highly recommend this book to anyone who is just starting their performance management initiative or to anyone who wants to improve their scorecard.
Another Glowing Success 2007-03-16
One of the key points I took away from Mark's new book is that analytics can form the basis of a dynamic approach to performance management. Dynamic in the sense that analytics can be adjusted to be more responsive to changing directions in the market, the economy, employee profile or whatever is important to the organization. Because an analytic is a composite or aggregate of sub-metrics, each sub-metric necessarily carries a weight that can be based on its importance to the company's business results. As business conditions inevitably change, such as the surfacing of a new competitive threat, the weights of the sub-metrics can be quickly changed to reflect their current significance. This can reduce or eliminate the need to create another scorecard. Not only can a scorecard be balanced, the aggregate analytics can be dynamically adjusted to indicate the affects that changes in business strategy have on business results; a sensible approach for remaining stable, yet agile in a turbulent business environment.
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