In the last decades, the role played by performance measurement in helping organizations achieve and sustain their competitive advantage has been clearly established and acknowledged by management literature. During the ‘90s, some revolutionary changes such as technology fusion and proliferation, shortening of product life cycles and increased competition pushed managers towards the measurement and assessment of the R&D performance, even more than before.
Nowadays it has become more and more difficult to enjoy a simple flying experience. And this is due to the fact that not only the huge number of people using this means of transportation makes it more difficult to bear, but also due to the fact that airlines have an outstanding number of fees. In a ranking system used by the American Customer Satisfaction Index, American Airlines received a not so good score: only 69 out of 100 points available.
Measurement is fundamental if not vital in every organization. Constant use of metrics ensures a good development and guarantees great outcomes. In healthcare, measurements are being performed daily, by healthcare providers and patients altogether. The central point and target of measurements in healthcare is represented by patients.
The rise of the internet has led to the birth of the most prolific marketing stage in history: social media. Different from its predecessors by its vast reach, usability and availability, social media has changed the worldwide marketing stage. Any company has the ability to promote its products or services and more importantly, its brand, on a global stage instead of a national or regional one.
When Kaplan and Norton’s second book, The Strategy Focused Organization was published, the Harvard Business Review hailed the Balanced Scorecard (BSC) as one of the most significant contributions to management practice in the last 75 years. However, despite its well-publicized successes, many organizations that adopt a scorecard still fail to achieve the rewards they expect.