1. ‘Under Halma's strategy, each operating division keeps track of eight items of financial information . . .' Of these eight items, three relate to the income statement and one to the balance sheet and the remaining three are ratios. Which eight items might they be, in your view?
2. Llst the importance of non-financial drivers is well understood, they are often hard to measure. How should we measure the ‘softer' dimensions of Halma's performance?
3. How can you relate non-financial indicators and measures to financial ones to explain the success of Halma?
4. Do you think that the market recognises and rewards the softer dimension of Halma? How?