MARCO INSTITUCIONAL

Based on the outcomes of this research, the following conclusions as related to the main research questions might be drawn.

The first research question was related to the analysis of the theories, models, frameworks, and approaches of measuring and managing business performance. Findings from this research indicated that there are several approaches of measuring and managing business performance with variety in their design. In today’s complex

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business environment, the PMS have been changing their approach, from a financial to a more multi-dimensional view taking under consideration other factors related to the quality of the products and services. However, from the literature analysis there is evidence of lack of a detailed implementation process. In order to support the implementation phase, the S.B.I. framework suggests a detailed, step-by-step approach, supporting the development and running of the system appropriately. The second research question examined which of these models, frameworks and approaches could be used to manage and measure business performance in Mercedes Benz –Cyprus. The characteristics of several emerging performance measurement systems were compared to investigate what was more suitable for the host organisation. The review verified that no single framework or model could ensure a sustainable competitive performance. The research results suggested that the Balanced Scorecard approach with the combination of the SWOT analysis tool might be used for the derived blended framework in the host organisation. Both approaches are widely used with positive results in several organisations.

The third research question investigated which factors were taken into consideration for the development and effectiveness of the performance system. The literature research findings showed that organisational culture is a crucial factor for acquiring and developing an effective development of the performance management system. The empirical evidence through the feedback of the management team showed that although there was an existing culture, the implementation of the S.B.I. framework had positively affected the culture of the organisation. It was clear from the response that the management team had seen the value of using the system and actively participated in the decision making of the derived action plans. There was also evidence that the timing of collecting, analysing and developing the KPIs results depended on several factors, like the size of the organisation, the effectiveness of the information systems and the kind of the selling products or services.

The fourth research question had to do with who was involved in the procedure of measuring and managing the business performance in Mercedes – Benz Cyprus. The overall responsibility for an effective development of the business performance management system was weighted by the business user with a combination of tasks in the areas of the information management, strategy management, human resources and the information technology. Empirical data suggests that the management team of the organisation with a facilitator could effectively develop the S.B.I. framework. In the reporting analysis tool of the S.B.I. framework, every action plan was concatenated with

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the allocation of who was responsible for executing these tasks. The facilitaror was crucial for increasing the chance of a successful implementation of the S.B.I. framework. Prior to any implementation process a dedicated organisational member had to be found to ensure that the system was regularly updated and can control any data sources or calculation potential problems.

The focus groups of this project were conducted with mature experienced management staff who had biased their selection for standardising the latest generation models or frameworks of measuring business performance. Due to the recent global financial crisis, the management staff had to come up with solutions which they were contributed to the sustainability of the company. As mentioned by the management staff “there is no time for experiments, we need a tool which is flexible, accurate, understandable to support our future actions not only to improve our performance but, as the current situations show, to survive”.

The fifth research question examined the scope and format of the outcome of this research. The results of the study provided a conceptual integrated framework with a combination of well known and effective performance tools. Additionally, it aimed to bridge the three main steps of the continuous improvement approach, the measurement analysis, the derived action plans and finally the evaluation of these actions.

The sixth research question analysed how the process of deriving the proposed performance monitoring and management system might be used by other organisations apart from Mercedes Benz Cyprus. The implementation of the S.B.I. framework in Automasters had provided empirical evidence that it could be effectively implemented in any similar organisation taking into consideration different weights for the proposed KPIs. These weights depended on the kind of the product and the strategic policy of the company. A focus group consisting of similar organisations in other countries has indicated that similar approaches had already been developed. However, a lack of connecting the KPIs results with the derived action plans was identified in the other cases. It was mentioned by some of the district managers that development of the S.B.I. framework in their organisations could prove beneficial. Mercedes – Benz Romania had already been in contact with the researcher in order to improve their performance management system based on the S.B.I. framework. Mercedes-Benz Bulgaria presented the S.B.I. framework to their general manager in order to examine potential development of the framework in their organisation. Mercedes – Benz Serbia expressed their interest in the development of this project as they were facing main problems with their information systems at that time.

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