Document Type
Article
Publication Date
1-1-2007
Publication Title
Management Accounting Quarterly
First Page
1
Last Page
12
Additional Publication URL
http://www.imanet.org/resources-publications/management-accounting-quarterly/issues/Fall%202007
Abstract
With or without a balanced scorecard, it is easy for managers to become inundated with metrics and measures. In this article, we first highlight the differences between lagging and leading measures. Second, we illustrate the importance of differentiating the strategic leading indicators-the key leading measures-from those that may improve operational efficiency without significant improvements in profitability. Third, we use a business simulation to demonstrate that focusing on and improving the key leading measures has the greatest impact on profitability, but getting lost in the secondary measures dilutes the effect. Combined, the results illustrate that less may be more when it comes to measuring performance.
Rights
This article was originally published in Management Accounting Quarterly, 2007, Volume 9, Issue 1.
Recommended Citation
Paulson Gjerde, Kathy and Hughes, Susan B., "Tracking Performance: When Less Is More" (2007). Scholarship and Professional Work - Business. 193.
https://digitalcommons.butler.edu/cob_papers/193