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Contemporary organisations are increasingly adopting performancemeasurement activity to assess their level of achievement of strategic objectivesand delivery of stakeholder value. This qualitative research sought to increaseunderstanding of the challenges involved in this area. An in-depth case study ofthe corporate IT services unit of a global company highlighted key challengespertaining to: (i) deriving value from performance measurement practices; (ii)establishing appropriate and useful performance measures; (iii) implementingeffective information collation and dashboard practices. The need to transformperformance measurement from a tool for simply monitoring/reporting to oneof learning what factors drive results (so as to be able to influence these factors)is suggested as a way to increase the value derived from such practices. This isseen to imply a need to rethink major notions of balance and strategic relevancethat have been advanced hitherto as leading design principles.