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Chapter 2. Decoding Value > Cascading Metrics

Cascading Metrics

Just as it is well known that people manage their behavior to meet their performance metrics, the idea that organizations have cascading metrics is not new. This concept has been described in such famous business management methodologies as the Japanese Hoshin process (Kenyon, 1997) introduced in the 1970s and 1980s and in the balanced scorecard movement (Kaplan and Norton, 1996) of the 1990s and 2000s. If it seems sometimes that you just do not understand what your audience is asking, it may be a signal to take a step back and reexamine what you know.

This chapter takes you back to the fundamentals and looks at the movement of finance, metrics, and value through an organization from a fresh perspective. This process will help you complete step 1 of the financial value process: define your audience.


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