PMA 2012 - FROM STRATEGY TO DELIVERY, 11-13, JULY. CAMBRIDGE, UK / HARRI 
LAIHONEN, AKI JÄÄSKELÄINEN, SANNAPEKKOLA 
EMPIRI...
AGENDA 
• Context/background 
• Three case studies 
• What do we mean by systemic PM and why? 
• Summary and conclusions 
...
CONTEXT/BACKGROUND 
• 3 year research project ”Innovative service metrics” 
• 9 researchers 
• 38 interviews 
• Around 50 ...
EMPIRICAL STUDY 
• The empirical study was carried out between 5/2011 and 3/2012. 
• The studied case environments were fa...
CITY OF TAMPERE - FAMILY WELFARE 
CLINIC 
• A new way of organizing the care. The distinctive feature lays in the multi-pr...
CITY OF TAMPERE - FAMILY WELFARE 
CLINIC 
• A new way of organizing the care. The distinctive feature lays in the multi-pr...
CITY OF HELSINKI - JOINT 
INFRASTRUCTURE CONSTRUCTION 
• Measurement information is needed to determine whether the strate...
CITY OF HELSINKI - JOINT 
INFRASTRUCTURE CONSTRUCTION 
• Measurement information is needed to determine whether the strate...
FRANCHISING NETWORK - PROVIDING 
KITCHEN FITMENTS 
• Franchising network consists of a parent company manufacturing kitche...
FRANCHISING NETWORK - PROVIDING 
KITCHEN FITMENTS 
• Franchising • Need for network more detailed consists evaluation of a...
GENERALIZING FROM THE CASE 
STUDIES 
Service operations 
Network of actors 
PERSPECTIVE III: Customer-perceived 
performan...
DEFINITION: SYSTEMIC PERFORMANCE 
• The performance of a service system is defined by three components: 
1. performance of...
CONCLUSIONS 
• Systemic approach is needed because: 
1. it represents a genuine customer perspective on performance and 
c...
CONTACT 
• Dr. Harri Laihonen, Tampere University of Technology, 
harri.laihonen@tut.fi 
• Dr. Aki Jääskeläinen, Tampere U...
Upcoming SlideShare
Loading in …5
×

Empirical call for systemic performance measurement

312 views

Published on

PMA 2012 - From Strategy to Delivery, 11-13, July. CAMbridge, UK

Later on a revised version of the conference paper was published in MBE:

http://www.emeraldinsight.com/doi/abs/10.1108/MBE-08-2013-0045

Published in: Leadership & Management
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
312
On SlideShare
0
From Embeds
0
Number of Embeds
8
Actions
Shares
0
Downloads
0
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide
  • Tässä perusajatuksena, että kerrotaan, että tuollainen punainen juttu nousi empiriasta ja halusimme kaivella lisää
  • toimipisteitä 25, 1-8 terveydenhoitajaa/ neuvolan toimipiste
    suurin osa hyvinvointineuvoloita (72%), vuoden 2011 lopussa tiimejä 20 ja yhteensä 48 äitiyslastenneuvolaa (= neuvolapiiriä) toimii hyvinvointineuvolan toimintamallilla
    neuvoloissa toimii yhteensä 68 eri terveydenhoitajaa
    neuvoloissa on käytössä noin yhdeksän lääkärin työpanos.
    vuonna 2010 tehtiin määräaikaistarkastuksia 68 863, neuvolatapaamisia erityistilanteissa 14 782 ja kotikäyntejä 2 366

  • toimipisteitä 25, 1-8 terveydenhoitajaa/ neuvolan toimipiste
    suurin osa hyvinvointineuvoloita (72%), vuoden 2011 lopussa tiimejä 20 ja yhteensä 48 äitiyslastenneuvolaa (= neuvolapiiriä) toimii hyvinvointineuvolan toimintamallilla
    neuvoloissa toimii yhteensä 68 eri terveydenhoitajaa
    neuvoloissa on käytössä noin yhdeksän lääkärin työpanos.
    vuonna 2010 tehtiin määräaikaistarkastuksia 68 863, neuvolatapaamisia erityistilanteissa 14 782 ja kotikäyntejä 2 366

  • Empirical call for systemic performance measurement

    1. 1. PMA 2012 - FROM STRATEGY TO DELIVERY, 11-13, JULY. CAMBRIDGE, UK / HARRI LAIHONEN, AKI JÄÄSKELÄINEN, SANNAPEKKOLA EMPIRICAL CALL FOR SYSTEMIC PERFORMANCE MEASUREMENT
    2. 2. AGENDA • Context/background • Three case studies • What do we mean by systemic PM and why? • Summary and conclusions NOVI RESEARCH CENTER 29.11.2014 2
    3. 3. CONTEXT/BACKGROUND • 3 year research project ”Innovative service metrics” • 9 researchers • 38 interviews • Around 50 workshops  A strategic need to illustrate the overall outcomes and effectiveness of inter-organizational service chains NOVI RESEARCH CENTER 11/29/2014 3
    4. 4. EMPIRICAL STUDY • The empirical study was carried out between 5/2011 and 3/2012. • The studied case environments were family welfare clinic of the City of Tampere (Finland), joint infrastructure construction of the City of Helsinki (Finland), and a franchising network, providing kitchen fitments. Workshop I Workshop II Workshop III Workshop IV PURPOSE Modeling service operations RESEARCH QUESTION What are the key performance drivers? PURPOSE Defining measurement approach RESEARCH QUESTION What kind of an approach suites? PURPOSE Recognizing a need for new measures? RESEARCH QUESTION What is the status of measurement? PURPOSE Developing new measures RESEARCH QUESTION What kind of measures fit the context? NOVI RESEARCH CENTER 29.11.2014 4
    5. 5. CITY OF TAMPERE - FAMILY WELFARE CLINIC • A new way of organizing the care. The distinctive feature lays in the multi-professional teams that bring together personnel with different professional backgrounds. • One of the main objectives of the clinic is to intensify collaboration between 25 welfare clinics, district hospital and other social services. • The purchaser of services, needs information about the effectiveness in order to complement the traditional productivity perspective. NOVI RESEARCH CENTER 29.11.2014 5
    6. 6. CITY OF TAMPERE - FAMILY WELFARE CLINIC • A new way of organizing the care. The distinctive feature lays in the multi-professional teams that bring together personnel with different • Need to demonstrate the value of a new multi-professional service • Outcomes always result from the joint efforts of several professional backgrounds. organizations • One of the main objectives of the clinic is to intensify collaboration • Organization-oriented measurement approach has led to poor between 25 welfare clinics, district hospital and other social services. collaboration of different professionals • Linking the perspectives of a purchaser (effectiveness) and a • The purchaser of services, needs information about the effectiveness in producer (efficiency) order to complement the traditional productivity perspective. NOVI RESEARCH CENTER 29.11.2014 6
    7. 7. CITY OF HELSINKI - JOINT INFRASTRUCTURE CONSTRUCTION • Measurement information is needed to determine whether the strategic objectives are met or not. This view represents the customer perspective. • A need to identify pitfalls in construction processes in order to improve fluency of operations • Measurement should also support the implementation of a joint working culture NOVI RESEARCH CENTER 29.11.2014 7
    8. 8. CITY OF HELSINKI - JOINT INFRASTRUCTURE CONSTRUCTION • Measurement information is needed to determine whether the strategic objectives • Need to are demonstrate met or not. the This value view of represents a new inter-the organizational customer perspective. service • A need to identify pitfalls in construction processes in order to improve • The public sees the effect of joint work of all operators (e.g. a fluency of operations closed street) • Organization-oriented approach has led to sub-optimization and • Measurement should also support the implementation of a joint working poorly organized work culture • Lacking organizational culture for inter-organizational collaboration NOVI RESEARCH CENTER 29.11.2014 8
    9. 9. FRANCHISING NETWORK - PROVIDING KITCHEN FITMENTS • Franchising network consists of a parent company manufacturing kitchen fitments and resellers selling these products to customers. • A need to better integrate customer perspective to networked performance measurement • A need to understand how customer value is created and what the quality of the whole customer service process is. NOVI RESEARCH CENTER 29.11.2014 9
    10. 10. FRANCHISING NETWORK - PROVIDING KITCHEN FITMENTS • Franchising • Need for network more detailed consists evaluation of a parent of the company quality manufacturing of the overall kitchen customer service process fitments and resellers selling these products to customers. • The overall service process always results from the joint efforts of • A need to better integrate customer perspective to networked several processes performance measurement • Organization and process-oriented approach has led to sub-optimization and poor flow of information • A need to understand how customer value is created and what the quality • Lacking measurement culture for inter-organizational collaboration of the whole customer service process is. NOVI RESEARCH CENTER 29.11.2014 10
    11. 11. GENERALIZING FROM THE CASE STUDIES Service operations Network of actors PERSPECTIVE III: Customer-perceived performance of service operations - Focus of measurement Ability to meet customers’ expectations PERSPECTIVE II: Internal performance of the service network - Focus of measurement : Ability of the network to meet shared objectives PERSPECTIVE I: Performance of individual organizations - Focus of measurement: Ability to reach organizational goals Compose a network Service providers Provides the service
    12. 12. DEFINITION: SYSTEMIC PERFORMANCE • The performance of a service system is defined by three components: 1. performance of individual organizations (i.e., their ability to reach their objectives), 2. internal performance of the service network (i.e., ability of the network to meet shared objectives), and 3. customer-perceived performance of service operations (i.e., networks ability to meet customers’ expectations). See also: Lönnqvist, A. and Laihonen, H. (2012) “Welfare service system productivity: the concept and its application”, International Journal of Productivity and Performance Management, 61(2), pp. 128 – 141.  In order to capture the performance of the service system each of these perspectives should also be measured! NOVI RESEARCH CENTER 29.11.2014 12
    13. 13. CONCLUSIONS • Systemic approach is needed because: 1. it represents a genuine customer perspective on performance and complements the internal focus of network-level measurement 2. networked nature of service provision challenges the organization-specific measurement approaches – value is co-created and organization-specific measurement solutions paint only a partial picture on the capability of a service system to provide services efficiently and effectively NOVI RESEARCH CENTER 29.11.2014 13
    14. 14. CONTACT • Dr. Harri Laihonen, Tampere University of Technology, harri.laihonen@tut.fi • Dr. Aki Jääskeläinen, Tampere University of Technology, aki.jaaskelainen@tut.fi • Ms. Sanna Pekkola, Lappeenranta University of Technology, Lahti School of Innovation, sanna.pekkola@lut.fi • http://www.tut.fi/pmteam • http://www.lut.fi/en/lahti NOVI RESEARCH CENTER 29.11.2014 14

    ×