by Mark Graham Brown
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Product Description
Now In Paperback! Develop an effective measurement system by targeting the vital few key measures! Keeping Score: Using the Right Metrics to Drive World-Class Performance ensures that you look at the right measurements. Following a Baldrige approach, Mark Graham Brown shows you how to evaluate your current approach to measurement and redesign inadequate metrics and systems used to collect and report data. He contends that your measurements must focus on the past, present, and future and be based on the needs of customers, shareholders, and employees - pinpointing the vital few key measures is the key to success. This book will ensure that you correctly measure: Customer satisfaction and value. The quality of products and services before they reach the customer. Employee satisfaction. Keeping Score will help you improve the accuracy of your metrics by linking them to key success factors as well as learn how to select the right financial metrics, perform process measurement, and track supplier performance.
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Average Customer Review:
0 of 0 people found the following review helpful:
 New and great conditions, 2008-08-01
Hello
I bought this book in a good deal, I wish it would have been a better one.
The conditions were excelent, just brand new.
1 of 1 people found the following review helpful:
A primer/reference, not in depth, 2006-09-30
This was the first book that I have read on metrics. Not that I'm a complete newb to them, but it is an entry-level view at them. Multiple times this book references Kaplan/Norton's The Balanced Scorecard which I am currently going through right now for more meat and potatoes on the subject.
This is a nice quick read for a quick start.
0 of 0 people found the following review helpful:
A Solid and Detailed Performance Measurement Guide , 2006-09-15
The author makes a number of important points in this book. There is an emphasis on the few key measures that matter, linked to strategy and stakeholder needs. As to their characteristics, he recommends metrics that provide a view of the past, present and future. While it is relatively easy to develop metrics with a focus on the past or present, developing future oriented metrics is a little more difficult. Unfortunately no generally applicable guideline seems to exist.
One very good aspect of "Keeping Score" is the presence of summaries at the end of each of the chapters of part 2, telling you how successful organisations measure performance in the areas of finance, quality, suppliers, customer satisfaction, processes/operations and employee satisfaction. Whether or not you currently have a system in place, you're likely to find more than a few useful ideas here.
5 of 6 people found the following review helpful:
Good stuff!, 2004-05-12
I've read all of Mark Graham Brown's books and been through a couple of his workshops. He always nails the topic and this book is no exception.This book shows you how to pinpoint key measures, evaluate your measurement approach, and redesign inadequate metrics. I find it a very useful guide for my executive coaching and consulting practice.
23 of 24 people found the following review helpful:
 Substantially Unsubstantial, 2003-06-24
Substantially Unsubstantial Keeping Score is a good high-level review of the importance of metrics in strategy-driven organizations. Brown employs Kaplan & Norton's balanced scorecard methodology to illustrate the relationship between measurement and strategy. He doesn't really deliver much more than you would find in Kaplan & Norton's classic Balanced Scorecard book. I would like to have seen more suggested metrics around the various "themes": financial performance, customer satisfaction, product/service quality, process and operation performance, supplier performance, and employee satisfaction. I know macro- and micro-metrics are organization-specific; however, there are "generic" financial and satisfaction metrics he could offer. The Measurement System Self-Assessment 50 -item survey illustrated in the book is a great resource. It can easily be customized, automated and administered to stakeholders responsible for developing measurement systems. I applaud Brown for consistently reinforcing the formative rather than purely summative evaluation model. That is, any measurement system must contain historical (lagging), current, and forecasting (leading) measures. Those systems that are driven by summative data (i.e., historical) do not serve the real purpose of a measurement system, which is to allow stakeholders to make well-informed and better business decisions. Oftentimes, Brown downplays the complexity of developing and implementing a measurement system. He makes statements such as "Measurement is easy" and "Designing your own new and improved measurement system may not be a much work as you think..." These kinds of statements are worrisome and misleading because developing a robust measurement system aligned with organizational strategy is no simple feat. Nor, should it be. One extremely important area that is only slightly addressed is that of system maintenance and integrating the system into business processes. Once a measurement system has been established clear guidelines should be established as to how the data will be employed and used to make decisions. A truly strategic organization will incorporate the measurement system into the daily operations of the organization.
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