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January 17, 2011

Strategic Performance
Management
Leveraging and Measuring Your Intangible
Value Drivers
Bernard Marr

©2006 by Bernard Marr

Adapted by permission of Butterworth Heinemann, an imprint of
Elsevier, Ltd.
ISBN: 978-0-7506-6392-2

Introduction
Strategic Performance Management is the process in turn can be used to gain insights, make decisions,
of managing and measuring organizational evaluate future directions, and improve learning.
performance. Major corporations such as Walmart,
Mapping the Boundary Conditions
Shell Oil, and Sears, Roebuck, and Co. as well as
Marr has observed that too many organizations carry
non-profit and public institutions have successfully
out their performance management initiatives without
put it into practice to outperform their competition.
making sure that their strategy is clear to all levels
For many organizations, however, the successful
of staff. Managers and executives may interpret the
assessment and management of the key drivers of
strategy differently from others in the organization.
performance have remained elusive.
The basis for strategic boundary conditions, or the
In Strategic Performance Management, Bernard components of an organization’s vision, starts with
Marr pools his expertise, research, and observations considering its main mission and the overall guiding
into a detailed navigation of the components of the principles. This usually remains constant unless
practice. He includes how to identify tangible and a fundamental change, such as a merger, brings a
intangible value drivers, create core competencies that need for the enterprises involved to harmonize their
are linked to the organization’s value proposition, and visions.
establish meaningful performance indicators. These
There are three components to a visionary mission
Business Book Review January 17, 2011 • Copyright © 2011 EBSCO Publishing Inc. • All Rights Reserved
®
Strategic Performance Management Bernard Marr
statement. First, the organization must have a
fundamental purpose; for example, Walmart’s purpose
can be summed up as, “to give ordinary folk the
change to buy the same things as rich people.”
Second, the core values are essential to setting the
organization apart from its competitors. These values
include the increasingly popular notion of Corporate
Social Responsibility (CSR), which bundles together
ethical behavior, economic development and quality
of life for employees and the society at large.
The final component of the mission statement is a set
of visionary goals that any organization—commercial,
social service, or non-profit—should develop in
order to articulate its medium-term ambitions and
remain valid and tenable over the next ten years. If
organizations reach their goals, they should replace
them with new ones to avoid complacency. These
three factors need to be meaningful and understood
by all employees so they will have clear guiding
principles under which to operate.
The View from the Market
The key outcome from an external analysis of an
organization is the stakeholder value proposition. This
answers the questions, “Who are your stakeholders,
and what do you have to do to deliver to them?”
It combines customer needs and organizational
capabilities into a declaration of how resources and
competencies will be used to deliver a combination of
values to its shareholders. These propositions broadly
include operational excellence, product leadership
and customer intimacy.
First, an organization should identify its key
stakeholders, people or institutions who not only
have an investment or interest but who also affect
the organization’s success. These may include
consumers, distributors, intermediaries, employees,
and legislators. The needs of one of these groups may
be a priority; for example, in some financial services,
telecommunications, and other industries, satisfying
regulators may be key to avoiding penalties or
restrictions.
Organizations must also consider the macro-
environment in which they operate. Political,
economic, and legal conditions may provide taxation,
trade, and other restrictions, as well as determine the
Business Book Review® January 17, 2011 • Copyright © 2011 EBSCO Publishing Inc. • All Rights Reserved
Key Concepts
Strategic Performance Management is the pro-
cess of managing and measuring organizational
performance. It involves the collective responsi-
bility and understanding and the use of relevant
performance indicators to inform strategic deci-
sion-making.
The first step in Strategic Performance Man-
agement is gaining an understanding of the
organization’s strategic context. This involves
defining the boundary conditions, or organi-
zational mission and completing an external
analysis of the environment.
The value creation map is a visual represen-
tation designed to communicate information
about strategic planning. It shows how key
resources combine to produce capabilities,
which are linked to the core competencies that
organizations need to achieve in order to deliver
a relevant combination of values to their stake-
holders.
The strategic performance improvement meet-
ing is an effective review model for an enabled
learning environment. The strategic perfor-
mance review uses performance indicators to
answer relevant questions and foster collabora-
tive decision-making and learning.
g g g g
Information about the author and subject:
www.ap-institute.com/about_chiefexecutive.asp
Information about this book and other business titles:
www.elsevierdirect.com/imprint.jsp?iid=30
Related summaries in the BBR Library:
Performance Management
Finding the Missing Pieces (to
Close the Intelligence Gap)
Gary Cokins
Five Key Principles of Corporate
Performance Management
Bob Paladino
Page 2
Strategic Performance Management Bernard Marr
potential for addressing the needs of different age
and cultural groups.
Scenario planning involves the findings from micro- and
macro-environment analyses as well as consideration
of how the status quo of the operating environment
might change in the future. Marr uses Shell’s efforts
as an example of how anticipating multiple scenarios
of energy consumption and availability helped the oil
company make more-informed decisions about future
capital investment projects.
Resources are critical building blocks of strategy because they
Resources: The Roots of
the Organization determine not what an organization wants to do, but what it
The identification of an can do.
organization’s own competencies
and resources is a relatively new but often
misunderstood component of a thorough contextual
analysis. However it is a crucial step in determining
what an organization is capable of achieving. Often
difficult to define and classify, intangible resources
have also been referred to as intangible assets,
intellectual capital, or knowledge assets. Human
resources include the skills, knowledge, expertise,
and experience of an organization’s staff, as well as
attitudes. Loyalty, motivation, and flexibility can
reduce turnover, increase productivity, and therefore
further develop these assets.
Relationships between an organization and its
customers, intermediaries, regulators, creditors,
investors, communities, and other outside parties are
known as relational resources, and they can provide a
About the Author
Bernard Marr is a leading expert on Strate-
gic Performance Management, working with
organizations including AstraZeneca, BP, DHL,
NovoNordisk, and Royal Dutch Shell. Since 1999
he has been a Research Fellow at the Centre for
Business Performance at the Cranfield School of
Management in the United Kingdom, and has
produced more than 100 books, reports, and
articles on Balanced Scorecard, Corporate Per-
formance Management, and other topics.
Business Book Review® January 17, 2011 • Copyright © 2011 EBSCO Publishing Inc. • All Rights Reserved
competitive edge to the organization. For example,
Nokia’s relations with a Philips semiconductor
plant that was damaged by a fire enabled the cell
phone producer to receive valuable information
for pursuing a contingency strategy. Its competitor,
Ericsson, had a more limited relationship with Philips
which resulted in difficulties sourcing sufficient chips
and the eventual discontinuation of their cell phone
production.
Structural resources include not only an organization’s
policies but also its culture, practices and routines,
and intellectual property. An organization’s culture
is shaped by values and management philosophies,
resulting in a framework that helps employees
transmit and process information as well as function
effectively as both individuals and team members.
Practices and routines include internal practices,
virtual networks, and review processes; whether
formalized in manuals or understood informally,
effective structural resources have an impact on
organizational workflow. Intellectual property such
as patents, trade secrets, copyrights, brands, and
database content belong to the company and help
differentiate what it can offer the market.
Creating Core Competencies
Capabilities and core competencies are developed
through the combination of resources. Marr
defines capabilities as “the combination of a set of
organizational resources that collectively enable that
organization to perform well in specific areas.” Core
competencies are different in that they are linked to
an organization’s strategic value proposition and can
evolve and be learned over time to meet the needs of
key stakeholders and set the organization apart from
its competitors.
Different capabilities such as planning, distribution,
and credit management work together as an
organization develops its core competencies. Core
competencies are most effective if they can broaden
access to a wide range of markets, add to the perceived
Page 3
Strategic Performance Management Bernard Marr
customer benefits of the end product, and cannot be
easily imitated. A successful example can be seen
in Walmart’s success with “cross-docking,” which
has eliminated the need for expensive warehousing,
enabling the company to price its merchandise at
lower prices.
Key Resource Identification
Through collective brainstorming an organization
can identify its resources and considerations as it
goes forward with an internal strategic analysis. One
useful tool is the SWOT analysis; as the acronym
suggests, this involves listing the internal factors of
strengths and weaknesses as well as external factors
of opportunities and threats. Understanding the
organization’s priorities, proficiencies and dangers
can bring different departments together.
In order for everyone to contribute to identifying
resources, Marr suggests using surveys or interviews,
and presenting findings to different levels of staff and
even external stakeholders. The result should be a
common language and an understanding of the most
significant resources.
The questions to answer are: how important are our different
existing resources to achieving our overall value proposition?
Or, how strong are our existing resources and how can we uti- maps before bringing them to
lize them more effectively?
These key resources can then be examined and brought
together in the context of achieving the organization’s a particular point in time, and it needs to be revised
value proposition identified through the external
strategic analysis. Assessing how relevant these
resources are can aid in a gap analysis to determine
which areas need more or less investment. Marr
suggests asking individuals involved in the prior
brainstorming to rate the strengths of each of the key
resources within the organization and their relevance
to delivering its value proposition.
Visualizing and Articulating a Strategy
Some organizations make the mistake of presenting a
set of goals and targets to their staffs without showing
how they fit together. Marr promotes a value creation
map as a means of presenting complex information
and relationships from a value creation narrative in
a clearer and more holistic manner, helping provide
Business Book Review® January 17, 2011 • Copyright © 2011 EBSCO Publishing Inc. • All Rights Reserved
employees, managers, and stakeholders with the
strategy “big picture.”
Marr defines a value creation map as “a visual
representation of the organizational strategy that
includes the most important components that exist
within this strategy (namely stakeholder value
proposition, core competencies, and key resources)
and places them in relationships with each other.” An
effective map communicates:
1. who the key stakeholders are and what the
organization is delivering to them
2. the core competencies the organization needs to
master and
3. the underlying key resources linked to these
competencies.
Different map templates use arrows to diagram
cause-effect relationships, illustrating the relative
dependence that resources have on each other and
their foundation in achieving the capabilities and
competencies needed to meet the value proposition.
A facilitator may take the insights
from the internal and external
analyses, interviews, surveys, and
workshops to draft preliminary
workshops of individuals for
consensus. Because a value
creation map represents the organization’s strategy at
on a regular basis to stay in keeping with the overall
strategy.
The value creation narrative is a written work that
accompanies the map and includes additional
contextual information as it communicates the chain
of events in a narrative format. At no longer than 500
words, its purpose is not prescriptive, but to clarify
the strategy in a concise manner, free of confusing
or technical jargon but containing terms that are
universal within the organization.
The Value Creation Map at Work
To demonstrate a variety of approaches, Marr
provides case studies of how leading organizations
put the concepts of core competencies and value map
Page 4
Strategic Performance Management Bernard Marr

creation into practice. For example, for the Greek measures to shape the behavior of its employees,
division of DHL, the international freight shipping (agents). If some aspects of the job are overlooked,
company, the results of a survey of employees to the gap could negatively affect performance. For
target key resources and a survey asking customers example, a salesperson could rush through visits
about the value DHL delivers led to an increased to meet a quota. The employee has fulfilled the
understanding of the overall value proposition: “To measured expectations, but if the quality of the
make our customers successful by delivering high visits is not assessed no real benefit is gained. With
quality shipment solutions and superior customer numbers replacing trust, territoriality, possessiveness,
service.” and other dysfunctional behaviors could undermine
morale and the organization’s mission.
An initial value creation map bundled DHL’s key
resources, then interviews and
workshop sessions identified the What we have to move away from is the command-and-con-
interdependencies between them. trol mentality, in which backward-looking, pseudo-relevant
These resources and dependencies
were the foundation of the core
metrics are being used to reward or punish people. The value
competencies of “harmonized creation map tells us the most important components of our
process and network” and strategy and it will therefore guide us to measure what really
“understanding customer matters.
needs.” The strategy revealed
that an emphasis on collaboration enhanced customer Assessment Beyond Numbers
relationships and fostered a shared purpose and
To move away from the quantification associated with
engagement among employees.
the term “measurement,” Marr shifts the focus to
Measurement and its Limitations “performance assessment,” which helps organizations
The achievement targets of the command-and- value performance through collecting information
control style of management have been misused as “to enable comparison of a given situation or status
performance indicators focused on end results and do relative to known objectives or goals,” and can be
not offer employees opportunities for improvement expressed in written descriptions, symbols, or color
and challenge, nor do they lead to insights and codes. He prefers the term “indicator” to “measure,”
decisions that can inform the organization’s strategy. as it can be expressed as a level of performance. To
Marr’s view is that organizations should measure determine these indicators, it is necessary to start with
performance “to inform management decisions, to the value creation map, which reveals the factors that
challenge strategic assumptions and to continuously contribute to the overall strategy.
learn and improve.” To start, organizations must determine what they
In most disciplines, measurement is often quantified; really want to assess, and look at the performance
in business this includes profits, returns on assets, data that they have already collected. If the data is
orders, successful deliveries, and service visits. irrelevant or insufficient, more will be needed. Various
Gauging organization culture, reputation, and quality methods of obtaining this data can be used which
of customer relationships remains more elusive, and involve the input of people both inside and outside
approaches that involve measuring a quantitative of the company. These people can define indicators as
value cannot provide an accurate assessment. For well as provide perceptual data, which studies have
example, the size and physical appearance of produce shown to be reliable.
cannot provide a complete measurement of intangible One popular collection method is sending out surveys
features such as taste or nutritional quality. and questionnaires; a well-designed survey must be
Another danger of measurement is that it can lead to brief but clear enough to yield useful information.
a misuse of agency theory, in which a business uses Other methods include recruiting observers—

Business Book Review® January 17, 2011 • Copyright © 2011 EBSCO Publishing Inc. • All Rights Reserved Page 5
Strategic Performance Management Bernard Marr
who may or may not be involved in the activities
assessed—to provide descriptions or fill out score
sheets or checklists. Interviews and focus groups are
more interactive and can provide additional insights.
Mystery shopping features a person posing as a client
or customer who later evaluates a service, while peer-
to-peer assessment allows people to evaluate and learn
from each other. Many phone conversations at call
centers are recorded and monitored, and customers
are often asked to rate their services. Triangulation, or
using multiple methods and sources, can reduce bias
and increase reliability in data collection. • The confidence level in regards to the validity
Many studies have shown that perceptional assessment is as
reliable, if not more reliable, than archival data. It can provide ways, which helps designers keep
richer insights into the real level of performance because our
brain is able to comprehend performance more holistically.
Designing and Reporting
Performance Indicators
Marr presents a template for designing performance
indicators that he believes ensures understanding
by everyone involved and eliminates ambiguity and
inconsistency in the data collected. Its components
include:
• A name that explains what the indicator is about
• The strategic element being assessed, or the
specific resource, core competence, or output
deliverable from the value creation map
• The purpose for assessing the element’s
performance
• The data collection method, including description
of the method, the source of the data, the personnel
involved, the formula and measurement scale
used, the frequency of collection, and other details
• The individual or department taking ownership,
or managing the assessment of the element
• The targets and performance thresholds
that the organization is striving to reach in a
specific timeframe, and a determination of the
performance direction; in other words, how
closely the target value should be achieved
Business Book Review® January 17, 2011 • Copyright © 2011 EBSCO Publishing Inc. • All Rights Reserved
• The method for reporting about the performance
indicator, including who will receive and
have access to the results, the frequency of the
reporting, the format of the data, and notifications
and workflows developed to achieve progress
toward the indicator
• The expiry/revision date, used in the process of
determining if the indicator is still valid
• The estimated costs of assessing the performance
indicator
of the indicator, which may be
measured in percentages or other
in mind how well the indicator can
actually determine a measurement
Much of the same information
from the template should be revisited in the reporting
of an indicator. Traffic light assessments, graphs
and speedometer displays can also provide a visual
gauge of how targets are being met. A comment by
the owner of the indicator can begin a discussion
about improvement. While complete accuracy in
assessing performance remains impossible, the use of
indicators as decision-support measurements is vital
for an enabled learning environment.
Successful Organizational Learning
An enabled learning environment allows all
employees of an organization to gain insights through
their understanding of strategy and their involvement
with the collection of performance indicators. They
can use these insights to challenge assumptions, refine
their decision-making and learn. The value creation
map promotes what Marr refers to as “double-loop”
learning; while “single loop” learning involves
merely evaluating performance against targets, the
outer circle of the double-loop model represents how
the underlying assumptions and business model are
challenged, which results in new insights that inform
future performance.
In the command-and-control management model,
performance evaluation is largely based on past
efforts to meet targets, often reported in formats that
are difficult to understand, and may lead to blaming
Page 6
Strategic Performance Management Bernard Marr

departments or individuals. However, in an enabled
environment, failure is seen as an opportunity to
reflect on performance in a way that leads to new
learning.
A supportive organizational or social context is the
foundation to an enabled learning environment, as
it promotes personal commitment, mutual support,
and trust. Marr outlines Charles Elhin’s four tenets of
this context, which include line-of-sight relationships,
a sense of community, a common purpose, and
finally, the capability for individuals to visualize
wholes, which leads to an understanding of how
departments’ work can contribute in creating overall
value. Although it takes time to cultivate stronger
human relationships, the act of developing the value
creation map and narrative is a step toward achieving
these.
The Strategic Performance
Review Process
A typical organization performance review meeting
is what the author refers to as an “on trial” review,
in which individuals are held accountable for their
numbers, often resulting in blame or defensive
reasoning. Another scenario is the “can’t see the
woods for the trees” review, characterized by random
discussion and debate over the variety of data that
individuals report, which in turn detracts from
strategic decision making. The “strategic performance
management” meeting is more focused, with
participants able to understand
how different elements of the
“On-trial” reviews destroy any social context that is conducive
agenda fit into the strategic to collaboration and learning, and instead bring out an array
plan. With the data circulated of self-centered characteristics, negative politics, and a focus on
in advance and feedback from compliance.
analysts attending the meeting,
collective decisions can be made regarding the leaders’
More Insights from the
recommendations.
There are several key aspects to a successful strategic
performance improvement meeting. Referring to the
event as a “meeting” and not a “review” moves the
emphasis away from past performance toward future
decision-making. The value creation map is used to set
up the agenda; for example, output deliverables such
as financial performance and customer satisfaction
might be discussed at one meeting, while building
relationships with customers might be the focus of
Business Book Review® January 17, 2011 • Copyright © 2011 EBSCO Publishing Inc. • All Rights Reserved
the next meeting. The content should be relevant
and meaningful to the participants, so they are in a
position to take action.
Also before the meeting, facilitators should develop
questions that they would like to have answered; for
example, if the quality of customer relationships is one
of the elements discussed, the question could be “Are
we building the right relationships?” Data analysts
can help determine the answers by presenting data
and using performance indicators. Although some
answers will come as a result of debate during the
meeting, circulating other answers and supporting
performance indicators ahead of time allows people
to reflect on performance, thus promoting learning.
If a process for double-loop learning is in place, the
underlying value creation map will continue to be
questioned about its relevance to the organization’s
strategic plan.
At the meeting, the leader needs to create an
atmosphere of purpose, trust, and respect, encouraging
constructive dialogue among all participants. The most
engaging way to present performance and alternative
options is in story form, using performance indicator
data as support and keeping discussion in the context
of the value creation map. Finally, collaborative
decision-making and learning need to take place, and
a performance analyst can answer questions about
the data collection and its validity so the group can
reach a mutual agreement on next steps to take.
Value Creation Map
In addition to engaging organizations in strategic
planning, the value creation map can be a useful tool to
provide them with other insights that impact success.
The map can assist in the development of dynamic
capabilities, or “the ability to integrate, build, and
reconfigure the resources of an organization in order
to create new capabilities,” which in turn helps it to
stay competitive. Value creation maps can also be
Page 7
Strategic Performance Management Bernard Marr

used by organizations to test their business model. Mergers and acquisitions have become a popular
The entire map, subsets, or individual linkages can strategy for growth. They can increase profit, and
be tested through a complicated statistical process to cash flow, as well as eliminating competition and
determine if assumptions are true. broadening an organization’s reach. However,
incompatibility due to differences in leadership
There is a common awareness of external risks
styles, information systems, and other elements of
stemming from competition and the market, but
the businesses joining forces can prevent successful
components of the value creation map can shed
outcomes. Developing and analyzing value creation
light on different risks related to internal resources
maps for both organizations before an acquisition
involved. Monetary resource risks include cash flow
or merger can shed light on the compatibility of
and capital, which need to remain at adequate levels,
resources and the feasibility of integration, and
and price risk around fluctuations in costs of elements
facilitate post-merger integration activities to better
for a business. Physical resource risks include natural
manage the growth.
disasters and production bottlenecks that lead to
glitches in output delivery. Using Software Applications for
Staffing risks can include a lack of engagement,
Automation
which in turn may manifest as absenteeism, poor Research that Marr has conducted of the Strategic
customer service, or other issues. Other human Performance Management practices among the 5,000
resource risks involve employee theft and out-of- largest companies in the United States has revealed
date knowledge. Among structural resource risks are that there has been the most satisfaction among
that IT systems could be compromised by hackers users of software designed for that purpose. Users of
or viruses, intellectual property rights theft such spreadsheets were the least satisfied, due to the lack
as illegal copying of merchandise can lead to lost of scalability and support for collaboration, among
revenue, and regulatory risk could lead to ethics other reasons. Though he recommends software as
violations and litigation. Risks to relational resources a powerful enabler of the Performance Management
such as reputation and supply chains can lead to a process, he warns users that no program will do all
loss of confidence and production respectively, with a the work for them.
disastrous impact. Software
applications can help organizations
display strategic performance
Testing the value creation assumptions and assessing potential information in various formats
risks to the current business model are other forms of analysis that can be understood
that help organizations to see possible areas where they need to by employees and other
stakeholders. Value creation
reconfigure their current resource base. maps are web-based and
interactive, allowing links
Marr suggests that organizations identify risks to underlying indicators, descriptions, and other
associated with each component of the value creation relevant information concerning each element.
map by creating a log that lists a description of Authorized users can access performance data from
each risk, the level of risk determined by potential any location with Internet access. Software also
consequences, and a level of probability that it would features sophisticated data analysis features such as
occur. Assigning numerical values to the levels and multidimensional tools, which allow users to view
adding them can help determine how to prioritize three dimensions of data (for example, product sales,
each risk, and a staff person assigned to it can be region, and time) from different perspectives that
held accountable for a regular review and necessary are relevant to their work. Finally, it can serve as a
actions such as buying insurance and introducing data integration and analysis tool, providing rich,
compliance audits. contextual information that can facilitate knowledge
and learning.

Business Book Review® January 17, 2011 • Copyright © 2011 EBSCO Publishing Inc. • All Rights Reserved Page 8
Strategic Performance Management Bernard Marr

Marr includes an appendix that helps organizations
determine which software is most appropriate for
their needs. The advantages of a packaged application
include quicker implementation and the availability
of ancillary services to assist users. If organizations
cannot find an appropriate application that fits
their requirements, building a system may ensure
better integration with other organizational tools
and procedures. He also describes issues around
implementation and integration, outlines selection
criteria, and provides a list of the twenty-five leading
vendors and the products they offer.
g g g g
introduction that puts each component in context with
the overall strategy, and ends with a list of references.
In addition, he provides numerous examples of
value creation maps, flow charts of processes, tables
explaining resources and other elements, as well as
case studies of a variety of organizations that have put
components of Strategic Performance Management
into practice.
Contents
About the author
Preface

Features of the Book Introduction

Part I: Understanding and clarifying the strategic
Reading Time: 8-10 hours, 219 pages context
Many organizations have had little success Understanding the strategic boundary conditions –
implementing Strategic Performance Management purpose, values and goals
to better understand and improve corporate
performance. Managers meet and devise sets of External strategic analysis – market-based view
measures and targets based on existing strategy, but Internal strategic analysis – resource-based view
in some cases, the data from the areas measured
Mapping and narrating the value creation
fails to provide relevant insights into management
practice and employee performance, while in others, Part II: Managing performance in an enabled
the performance review process disenfranchises staff learning environment
without leading to learning or better decision-making.
Performance indicators
Can organizations assess their intangible value
Creating an enabled learning environment
drivers—variables that are difficult to measure yet
are key indicators to superior performance? Can Extracting more management insights
employees at all levels and stakeholders develop
Part III: Automation of Strategic Performance
and share ownership of strategic planning? In
Management
Strategic Performance Management, Bernard Marr
outlines the necessary steps that organizations need Benefits of automation
to take to analyze their external environment and Appendix: Selecting the appropriate software solution
internal resources, develop a value creation map that
communicates goals and strategy, and determine Further reading on the topic
relevant performance indicators to improve strategic Index
thinking and promote organizational learning.
Marr addresses the needs of organizations both large
and small, from international corporations to non-
profit organizations and government institutions. The
book is organized so that readers have the option to
refer to particular sections dedicated to the general
Strategic Performance Management components;
Marr begins each section and chapter with a thorough
Business Book Review® January 17, 2011 • Copyright © 2011 EBSCO Publishing Inc. • All Rights Reserved Page 9
Strategic Performance Management Bernard Marr

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