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Enabling Success in Corporate Performance Measurement

  • ID: 42708
  • Report
  • October 1997
  • 87 pages
  • American Productivity & Quality Center, APQC
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This study, Enabling Success in Corporate Performance Measurement (CPM-2), was designed to expand upon the research begun in the CPM study. As such, the study team set out to examine the alignment that occurs in truly integrated measurement systems. The team extended the study focus to include the areas of predictive measurement, employee buy-in to the measurement system, and methods of data gathering and reporting. Carl Thor of JarrettThor, International, served as the subject matter expert for both the first and second CPM studies. In both cases the APQC study team included Leigh-Ann Sonnier, senior benchmarking specialist, and Peggy Newton, benchmarking specialist. In documenting the findings of the study, they had access to data collected not only from the participants of CPM-2 but also from the sponsors and partners of CPM (see appendix for list of CPM sponsors and partners).


The consortium benchmarking methodology used in this study was developed in 1993 and serves as one of the premier methods for successful benchmarking in the world. It is a powerful tool for identifying best and innovative practices and for facilitating the actual transfer of these practices. Secondary research conducted by the APQC staff was used to help select innovative companies. Consortium members, the APQC staff, and the subject matter expert also identified potential participants based on their own firsthand experiences and research. Of the 70 companies invited to complete a screening survey, 28 responded. Based on results of the screening survey, CPM-2 sponsors identified five companies viewed as highly innovative. The data collection tools used to gather information for the CPM-2 study included questionnaires and site visits. Three questionnaires were used—a screening survey designed to identify organizations successfully implementing integrated corporate performance measurement systems, a detailed questionnaire designed to collect objective and quantitative data, and a site visit questionnaire designed to collect qualitative information about targeted aspects of measurement.

The five partners hosted half-day site visits, allowing sponsors to meet with key personnel and sharing their strategies and practices for managing corporate performance measurement systems. A group of consortium members attended each site visit in order to participate in the discussion and to experience different systems firsthand. Both partner companies and sponsors responded to the screening survey and detailed questionnaire. Only partner companies were asked to respond to the site visit questionnaire.

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- Sponsor and Partner Companies

A complete listing of the sponsor companies in this study, as well as the best-practice (“partner”) companies that were benchmarked for their innovation and
advancement in corporate performance measures.

- Executive Summary

A bird’s-eye view of the study, abstracting the discoveries made from its participants. These findings are explored in detail in following sections.

- Key Findings

An in-depth look at how partner companies make CPM so successful, with supporting charts and graphs that compare the sponsor organizations’ practices with the partners’. Also, data from the previous CPM study are compared with the current findings.

- Topical Insights

Specific corporate performance measures topics explored in the study and examples of how the best-practice partners address them.

- Summary

A wrap-up of partners’ experience with using corporate performance measures.

- Partner Company Profiles

General and corporate performance measures background information about each partner company.

- Appendix

Listing of sponsors and partners from the first CPM study, from which data are included in this report.
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Note: Product cover images may vary from those shown