Title: Why some performance measurement initiatives fail: lessons from the change management literature

Authors: Mike Bourne, Andy Neely, John Mills, Ken Platts

Addresses: Centre for Business Performance, School of Management, Cranfield University, Cranfield, MK43 0AL, UK. Centre for Business Performance, School of Management, Cranfield University, Cranfield, MK43 0AL, UK. Centre for Strategy and Performance, Institute for Manufacturing, University of Cambridge, Mill Lane, Cambridge, CB2 1RX, UK. Centre for Strategy and Performance, Institute for Manufacturing, University of Cambridge, Mill Lane, Cambridge, CB2 1RX, UK

Abstract: Currently, there is great interest in performance measurement with many companies attempting to implement the balanced scorecard. However, there is also evidence that many of these implementations are not successful. In this second of two papers on performance measurement implementation, the change management literature is reviewed to create a better understanding of why so many initiatives fail. The paper concludes that one reason for the lack of success is that the published processes are all partial processes in that they create the desire for change and provide the first steps for change, but give little guidance on implementation. Another conclusion is that the participative nature of the design process limits the situations in which they should be applied.

Keywords: performance measurement; implementation; change management.

DOI: 10.1504/IJBPM.2003.003250

International Journal of Business Performance Management, 2003 Vol.5 No.2/3, pp.245 - 269

Published online: 05 Aug 2003 *

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