What is the correct scope and scale to describe an organization’s ideal performance management framework? Is it a narrow one that just has visual dashboards and improved financial reporting? Or is it a broad one like the closed-loop management system diagram recently proposed by Robert S. Kaplan and David P. Norton in “Mastering the Management System,” published by the Harvard Business Review, which arguably captured their life’s contribution to applying business methods?

 

Register or login for access to this item and much more

All Information Management content is archived after seven days.

Community members receive:
  • All recent and archived articles
  • Conference offers and updates
  • A full menu of enewsletter options
  • Web seminars, white papers, ebooks

Don't have an account? Register for Free Unlimited Access