This book presents, as a how-to guide, a compelling methodology for improving the operational and financial performance of a firm.

The book focuses on the optimum utilization of capital assets and human resources to support the firm's business strategy and, therefore, gain a competitive advantage. It complements publications on the Balanced Scorecard by providing rather detailed sets

of performance metrics applicable to Supply Chain, Customer Relationship Management, and Intellectual Capital improvement efforts.

Managers involved in business improvement programs will benefit from the development of performance metrics for intellectual capital. MBA students will find especially useful the concise description of the best practices and issues affecting enterprise performance today.

Reviews

Finally, consideration for non-financial assets

handled in a non-financial manner. A coming together

of several current management concepts, along with a

way to measure and evaluate their value to the

company. A useful reference for building,

implementing and evaluating a plan of improved

efficiency.

L. Sehr

RA/AVP, Bank of America, San Jose, California

This book provides a good overview of important

financial and process redesign concepts that can

influence business performance. This resource covers a

broad range of ideas from continuous improvement,

business strategies, balanced scorecards and value

measurement tools. Non-financial persons will find

this especially helpful, as information is

presented in a non-technical manner, a quick read and

intuitively links each idea or concept.

David Bell

Senior Manager, Guidant, Inc., Santa Clara, California

The High Performance Enterprise is written in a very readable and concise language. The authors manage to explain in a very direct way the relationship between enterprise high performance and each of the four steps to achieving it; all this, without getting bogged down with the details on specific techniques and practices that are generally known in the industry. The discussion stays focused on the importance of metrics and simulation and their link to overall financial/accounting concepts that gauge the value of the enterprise and its performance. Because the book touches on, and gives examples of, all major functional aspects of an enterprise, I would recommend it for use in an undergraduate strategic management or capstone course in business administration program. The book would be particularly useful in an MBA course.

George Guim Ed.D.

Head of Business Administration Department

The National Hispanic University, San Jose, California