Table Of ContentMORE WITH LESS
This page intentionally left blank
MORE WITH
LESS
Maximizing Value in the Public Sector
Bernard Marr
Chief Executive and Director of Research, Advanced Performance Institute
James Creelman
Performance Management Researcher and Advisor and a Fellow of the Advanced
Performance Institute
© Bernard Marr & James Creelman 2011
Foreword © David P. Norton 2011
Softcover reprint of the hardcover 1st edition 2011 978-0-230-28356-5
All rights reserved. No reproduction, copy or transmission of this
publication may be made without written permission.
No portion of this publication may be reproduced, copied or transmitted
save with written permission or in accordance with the provisions of the
Copyright, Designs and Patents Act 1988, or under the terms of any licence
permitting limited copying issued by the Copyright Licensing Agency,
Saffron House, 6–10 Kirby Street, London EC1N 8TS.
Any person who does any unauthorized act in relation to this publication
may be liable to criminal prosecution and civil claims for damages.
The authors has asserted their rights to be identified as the authors of this
work in accordance with the Copyright, Designs and Patents Act 1988.
First published 2011 by
PALGRAVE MACMILLAN
Palgrave Macmillan in the UK is an imprint of Macmillan Publishers Limited,
registered in England, company number785998, of Houndmills, Basingstoke,
HampshireRG21 6XS.
Palgrave Macmillan in the US is a division of St Martin’s Press LLC,
175 Fifth Avenue, New York, NY 10010.
Palgrave Macmillan is the global academic imprint of the above companies
and has companies and representatives throughout the world.
Palgrave® and Macmillan® are registered trademarks in the United States,
the United Kingdom, Europe and other countries
ISBN 978-1-349-32884-0 ISBN 978-0-230-30040-8 (eBook)
DOI 10.1057/9780230300408
This book is printed on paper suitable for recycling and made from fully
managed and sustained forest sources. Logging, pulping and manufacturing
processes are expected to conform to the environmental regulations of the
country of origin.
A catalogue record for this book is available from the British Library.
A catalogue record for this book is available from the Library of Congress.
10 9 8 7 6 5 4 3 2 1
20 19 18 17 16 15 14 13 12 11
James Creelman:
To the memory of my sister Margaret (Margo) Kyle Murray Creelman
(1957–2006)
Bernard Marr:
To Claire, Sophia and James (who make me so happy every day)
This page intentionally left blank
CONTENTS
About the Authors viii
About the API x
List of Figures and Tables xi
Acknowledgements xiii
Foreword xiv
1 Both Efficient and Effective: The New Public Sector 1
Performance Agenda
2 Balanced Scorecards: The Journey from Measurement to 14
Strategic Performance Management
3 Using Lean Thinking to Improve Strategic Performance 42
4 Designing Strategy Maps to Agree Strategic Priorities 63
5 Agreeing High Level Strategic Outcome Targets and 90
Key Performance Indicators
6 Selecting Strategic Initiatives 112
7 Aligning Financial Management with Strategic Goals 134
8 Keeping Your Eyes on the Ball: Reporting and Reviewing 157
Performance
9 Building a Culture Focused on Strategic Performance 182
Management
10 Conclusion and Key Strategic Performance Questions 212
Notes 230
Index 240
vii
ABOUT THE AUTHORS
Bernard Marr
Bernard Marr is a leading global expert and best-selling author on
organizational performance. In this capacity he regularly advises com-
panies, organizations and governments around the globe, which makes
him an acclaimed and award-winning keynote speaker, consultant and
teacher. Bernard Marr is acknowledged by the CEO Journal as one of
today’s leading business brains.
Bernard has written a number of seminal books and over 200 high
profile reports and articles on managing organizational performance.
This includes the best-sellers Managing and Delivering Performance,
The Intelligent Company, andStrategic Performance Management, as well
as a number of Gartner Reports and the world’s largest research
studies on Government Performance.
Bernard Marr is one of the most experienced government advisors
in the area of performance management and frequently helps central
and local government organizations across the world improve their
performance management practices. His clients include, among others,
central governments and administrations, central auditing organ-
izations and regulators, central banks, ministries, as well as many
local government organizations including councils, police forces, fire
services, housing associations, and health services. For example, he has
worked with the Ministry of Defense, the Home Office, the Bank of
England, the NHS, HM Revenue & Customs, Government of Victoria,
the Department of Culture, Arts and Leisure, Audit Scotland, the Health
& Safety Executive, the Army, the Air Force and many more.
At present, Bernard heads up the famed Advanced Performance
Institute (API). Prior to this he held influential positions at the University
of Cambridge and at Cranfield School of Management. Today, he holds
a number of visiting professorships and fellowships and he serves on
the editorial boards of many leading journals and publications in the
field. Bernard’s expert comments on organizational performance regu-
viii
ABOUT THE AUTHORS
larly appear in high-profile publications such as the Financial Times,
the Sunday Times, Financial Management, the CFO Magazine and the
Wall Street Journal.
Bernard can be contacted via e-mail at: bernard.marr@ap-institute.com
James Creelman
James Creelman is a fellow at the Advanced Performance Institute (API).
He is a recognized global authority on the Balanced Scorecard and Enterprise
Performance Management (EPM). James is the author of 20 books and
reports on the topic, including “Managing Business in Asia: Succeeding
with the Balanced Scorecard” (a best-seller in Asia) and “Reinventing
Planning and Budgeting for the Adaptive Enterprise.”
As well as advising organizations on their Balanced Scorecard and EPM
initiatives, James also leads workshops and training seminars through-
out the world.
ix
