These tools, used appropriately, provide insight to track strategy and drive through the benefits of change. Without them – departments are running blind.
This paper sets out KPMG’s view on the principles and structures needed to enable government to steer through this minefield and avoid common pitfalls.
This is based on what’s worked and, often more enlightening, what’s not worked.
It draws on KPMG's experience over the past ten years designing and implementing performance management frameworks and balanced scorecards ranging from security for the London 2012 Olympic Games, to reducing re-offending of ex-convicts to gaining value from investment in science.