The Measurement System Resource as Support for Sustainable Change

By Raine Isaksson and Jacob Hallencreutz.

Published by The Organization Collection

Format Price
Article: Print $US10.00
Article: Electronic $US5.00

The working hypothesis in this paper is that many organisations do not view measurement systems as resources and therefore miss out on opportunities. Here, organisational sustainability is interpreted with the dimensions of the Triple Bottom Line that monitors economic, environmental and social performance. The ideal measurement system should track performance and improvement potential in all dimensions. Most measurement systems today are functionally based and highly focused on the economic results. Even if approaches such as the Balanced Scorecard are used this still does not automatically mean that there is focus on the processes were value is created for customers and other stakeholders. With a low level of measurement system effectiveness the quality of facts used for decisions deteriorates and logically also the performance. This means that the maturity of the measurement system could be an indicator of organisational performance. A model for measurement system maturity is proposed and tested with case studies in chosen organisations and processes. The assessed maturity is then compared with the existing improvement potential as perceived by the organisation and as assessed by the researchers. The level of non detected potential is related to the maturity of the measurement system. Results indicate that there should be more focus on and ownership of a companywide measurement resource.

Keywords: Measurement System Maturity, Sustainable Change, Case Study Research

International Journal of Knowledge, Culture and Change Management, Volume 8, Issue 1, pp.265-274. Article: Print (Spiral Bound). Article: Electronic (PDF File; 620.169KB).

Dr. Raine Isaksson

Lecturer and Process Consultant, Quality Management, Gotland University, Visby, Sweden

Raine Isaksson has a PhD in quality management from Luleå Technical University in Sweden. He has a background as chemical engineer with some 20 years of industrial practise working within the cement industry in various countries including 9 years in different African countries. Since five years, Raine works both as lecturer in Gotland University and as process consultant. His research interest focuses broadly on how to make improvement more effective and efficient. More specifically this work focuses on synergies between quality management and sustainable development. The working hypothesis is that many of the values, methodologies and tools in quality management should also be included in work for increased sustainability. Particular focus in this research is on the value of “focus on processes” and the practical applications of it in the form of system based process models and measurement templates. Raine is a frequent visitor of conferences dealing with improvement and has written more than 20 papers consisting of conference presentations and published articles.

Jacob Hallencreutz

Senior Partner, Implement Management Partner, Stockholm, Sweden

Jacob Hallencreutz, BSc in business administration, is Senior Consultant and Partner at Implement MP AB in Stockholm. He has more than 15 years of practical experience from management in both service and manufacturing companies. Since six years, Jacob works as senior change consultant at Implement. His research interest focuses broadly on how to accelerate and execute organisational change more effectively and efficiently, with a specific focus on systemic thinking.


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