ABSTRACT
NPM doctrine led managers to believe that ‘what gets measured, gets done’. It seems that many made the logical error of inferring that ‘what does not get measured, does not get done’. In conjunction with the NPM reform agenda, performance management acquired some faddish traits. Public managers jumped the bandwagon while management consultants further paved the way. The global management consulting market was worth $51 billion in 1996. In 2002, this figure had risen to $119 billion (Saint Martin 2005).
