Transforming the Public Sector through the Balanced Scorecard - Kahihu, Peter
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Although the Balanced Scorecard approach is considered to be one of the most revolutionary performance evaluation systems, many people still share some common myths and misconceptions about this framework. Those myths can make many people think of the Balanced Scorecard as one of another ineffective management caprice. In this book we are going to examine some the most common barriers to strategy execution in the public sector and show how to reveal the true potential of this great tactical management framework that creates major transformations with ease in both private and public sector…mehr

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Produktbeschreibung
Although the Balanced Scorecard approach is considered to be one of the most revolutionary performance evaluation systems, many people still share some common myths and misconceptions about this framework. Those myths can make many people think of the Balanced Scorecard as one of another ineffective management caprice. In this book we are going to examine some the most common barriers to strategy execution in the public sector and show how to reveal the true potential of this great tactical management framework that creates major transformations with ease in both private and public sector organisations.This book aims to assist African heads of civil service to understand strategic performance management and its significance for the reform, revitalization and development of public service in Africa and the world. The book aims to show the importance of performance management as a means to improve service delivery and public sector effectiveness.The comprehensive objective is to produce a common understanding of pertinent public sector issues and challenges and to collectively seek appropriate solutions for informed performance and delivery of services.
Autorenporträt
Peter is an author of several books and is regarded as Africa's leading expert in strategy and balanced scorecard with an MBA from the University of Massachusetts, USA. Unlike many consultants who lack practical experience in their craft, Peter was a practitioner before he became a consultant.