The world of today forces companies to rigorously concentrate on key terms like 'customer
satisfaction' 'performance boosting' and 'performance measurement'. A famous tool for that was
developed by Kaplan & Norton who introduced the balanced scorecard. But Kaplan & Norton mainly
concentrate on two stakeholders - the customer and the shareholder. As Neely Adams and
Kennerley (2002) claim this is not far-reaching enough. A company must consider more
stakeholders (e.g. the supplier the employee and further more) as their approach of the
performance prism explains. But Neely and his colleagues did not explain in detail how to
apply their performance prism to the departmental level and how to connect it to a
remuneration system. Here the actual book gives brand-new ideas and tools for a consistent
application of the developed framework to the departmental level. This book concentrates
especially on the stakeholder approach of Neely Adams and Kennerley which will be improved by
the 'stakeholder matrix' and connected by the development of the 'multidimensional performance
appraisal table' to performance evaluation. This is the second book of Erik Wödl regarding
performance measurement.
