The Antidote: Volume 1 Issue 1
Table of contents
First corporate anorexia and now corporate amnesia
T KippenbergerDiscusses criticisms of downsizing and its perceived demise. Spells out that perhaps downsizing has not led to the gains in productivity that it should do, and has therefore led…
A call to revolution!
T KippenbergerReprises an earlier view by Robert Eccles, that what is important is how a company is doing compared with current competitors and not its past. Deplores short‐termism and the…
The balanced scorecard
T KippenbergerGives a comparative analysis about the differences between the balanced scorecard and other, more traditional, financial accounting measures, such as ROI and EPS that may give…
The performance pyramid
T KippenbergerChronicles the above‐named model, which was invented by two consultants in 1991 and updated in 1995. Uses a figure to show exactly what and how the performance pyramid is, and the…
A model for service businesses
T KippenbergerLooks at classifying service businesses and how this involves three basic service types: professional services; service shops; and mass service, uses a figure by way of…
Taking the stakeholder view
T KippenbergerChronicles a three‐step performance measurement model based on an organization's most important stakeholders: the problem; the possible solution; and underlying assumption. States…
Performance measurement at English Nature
T KippenbergerElaborates on English Nature, a public body financed by grant‐in‐aid from the UK Department of the Environment, which was formed when the former Nature Conservancy Council for…
BUPA takes its own pulse
T KippenbergerSpotlights BUPA, the UK's leading light in independent healthcare, which has 45% of the private medical insurance market, in addition to a leading private healthcare business in…
A strong focus at Amoco UK
T KippenbergerDetails the strong links between employee objectives in the UK and the USA at Amoco. Posits that Amoco has six overarching strategic themes: cost leadership; international growth;…
Manufacturing measures are still not right!
T KippenbergerInvestigates research study into performance measures in manufacturing. States the main problem errors are: false alarms; and gaps — the solution being to eliminate the false…
Old measures and new teams
T KippenbergerPresents a short but concise piece on why existing measurement systems are ineffective at best and counter‐productive, with regard to changing performance measurement systems away…
Pitfalls in choosing non‐financial measures
T KippenbergerInvestigates how organizations pick which non‐financial measures to use to enable managers to know what requires attention, and what can be ignored for now. Lists out in a table…
The identikit CEO
T KippenbergerAlludes to five leadership styles which are: the strategic approach — the traditional view of a CEO; the human assets approach — they believe strategy formulation is the job of…
The missing link: human resources and business strategy
T KippenbergerEndeavours to show that human resource managers (HRM) should be involved in business strategy and should be more ‘business‐oriented’. Acknowledges that there is a tendency to see…
The bandwagon effect
T KippenbergerPosits that divisionalization in companies, as we know it today, followed on from Du Pont in the 1920s, and goes on to show this in greater detail. Indicates that something…