【正文】 ge for the firm. This leads us to our next point, which is that this can only be achieved by gaining a real understanding of the factors that influence the PMS effects and so their downstream impacts. In doing so, the pany can begin to optimise its results. Evidence shows that it is important for the pany to understand the learning cycle of their PMS so that it can better manage its evolution and growth. PMS is about learning and improving, learning and improving... forever. This needs to be established as part of the firm39。s future success. It is important also for the pany to understand the PMS effects both positive and negative so that they can be conscious of their management39。s strategic objectives. That is one enormous return on investment that pany finance directors need to be aware of when considering such initiative budgets. Conclusions and forwardlooking suggestions Using this as a benchmark, organisations can pare their PMS effects on the Survey Results and identify their own effects. It will help them understand what effects can be maximised and what others should be minimised. In this case, EDF Energy currently has the right attitudes, behaviours and routines to enable it to sustain a petitive position in its market. So far, the pany has done the hard work of designing and implementing its PMS. However, it will be important for management to understand the longerterm lifecycle of its PMS. The next step is to bring the system to maturity。 that improves service delivery during maintenance or faults and reduces penalty costs. In summary, we identified a preliminary pattern: the higher the PMS maturity and so confidence in applying data to help achieve better performance solutions and operational improvement the more successful these business units are likely to be. This factor definitely warrants further study. A retrospective view of the PMS implementation at EDF Energy Lastly, EDF Energy39。s leader edits a local newsletter distributing news about performance and targets, congratulating teams that overperform, organising drinks out to celebrate performance, creating groups of best performers, etc. This leader appears to have a mental model of how to encourage people to use PMS and achieve targets. Maturity of PMS PMS Our analysis of the different effects of PMS shows that the level of PMS maturity affects the results of performance measurement systems. Firstly, our analysis shows that there is a close correlation between PMS maturity and the degree of improvements and changes. Second, our research also shows a correlation between PMS maturity and analytical thinking. The business unit with more experience in PMS uses the scorecard to support the development of new techniques. One of them is the 39。 is a key factor that affects the success of PMS, for example, employees feel less and are more open to talking about aspects of performance. This creates a different working environment where people are prepared to take some risks, create new approaches to improve performance, challenge their targets, and so on. It is impossible to fully quantify the full impact of this significant difference in attitudes, other than to acknowledge that it exists and that it is perceived as a positive force. Local leadership We refer here to local leadership as the leadership executed by business unit managers, functional managers and team leaders. We found that local leadership has great influence on the PMS success. We analysed three EDF Energy business units with similar operations, scorecards, measures, targets, etc. We identified that one particular business unit excels in productivity, development of action plans and operational improvements. After par