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A simple answer is over-reliance on measurement and its merits.
Since ancient times, humans had a fascination with measurement. In discovering the natural universe, measurement has its merits and one might say it is indispensable.
The specific needs of small and medium-sized enterprises (SMEs) have been addressed by various initiatives in diverse areas of organizational management and development, including the context of performance management and measurement.
A model is a simplified representation of the world. According with The American Heritage Dictionary (2001), a model can have multiple significations, one of the most used being “a schematic description of a system, theory, or phenomenon, that accounts for its known or inferred properties and may be used for further study of its characteristics”.
Between March and May 2009, Business Application Research Center (BARC) an unbiased market analyst based in Germany, conducted a study regarding the maturity of organisational Performance Management processes. The study had 553 respondents from around the world, across a wide range industries, countries and organizations.
In my previous update, I discussed the concept of taxonomy and outlined the structure of a Performance Management taxonomy. A subset of Performance Management is Performance Measurement and thus a separate taxonomy is required to illustrate its key elements.
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