Sustainable Business Excellence, in the sense of achieving long-term, stable, and excellent financial and non-financial performance, is still rather an exception than a rule in the business community. It is argued that one reason for this situation is the widespread ignorance among management concerning the importance of information on non-financial business performance; information that must be based on consistently integrated high-quality measurement. The paper illustrates how strategic and operational information should be integrated, and how various types of non-financial information should be linked to each other, and linked with the financial information. It is also argued that measuring non-financial performance with procedures designed to meet the highest requirements of relevance and reliability is a prerequisite for Sustainable Business Excellence.
