ABSTRACT
Today scientifi c management has morphed into the strongly held conviction that you get what you measure. Every organisation, from the police force to Tesco, employs scores of measures to run its business. We no longer just measure productivity, but also customer satisfaction, process improvement, people development and many more. And the pressure to deliver value, either to shareholders or to the public, has given rise to a slew of measurement techniques, from service level agreements to the balanced scorecard. All of these have duly made their way into partnership contracts.
