Description
In the 1970s and 1980s, to make strategic decisions, most of the companies were measuring only financial and operational efficiency. Only a handful of them were using non-financial and non-operational measures like employee perceptions and organizational “climate” surveys.
United Parcel Service of America is among these unique set. UPS developed a labor satisfaction index that executives could use to identify the union voting district with the greatest labor discontent.
Today, many Fortune 100 companies use a balanced set of non-financial and non-operational measures. Measurement today has become to a balanced strategic tool.
The following objectives are included in our Latest PowerPoint Presentation:-
- Measurement management
- Measurement, management and tomorrow’s organization
- Levers for measurement-managed organization
- Building the measurement-managed organization
- Developing the strategic template
- Designing the measures
- Cascading the measures
- Embedding the new culture
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