Performance measurement within a highly diversified group of companies

This paper presents an in-depth study conducted in a highly diversified group of companies, which has grown significantly in the last few years through the creation or acquisition of a number of firms. This dramatic expansion has required greater coordination, development of common strategies, and identification of synergies across the group. However, efforts were directed mainly towards the development of a shared information system, rather than a cohesive strategy executed through a comprehensive performance measurement system. This paper looks at the issues the group has faced and will be facing particularly from a performance management perspective. The discussion of the research findings will be followed by the presentation of key implications for theory and practice