Performance Management: Finding the Missing Pieces (to Close the Intelligence Gap) / Edition 1

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This book emphasizes that the analytical tools (e.g., balanced scorecard, activity-based management, etc.) which presently exist have been tested and are mature, and that their integration is now the big opportunity. This means not just information technology systems integration but the integration of "thinking" (i.e., most corporations are missing a mechanism to test and validate whether loftty dream goals can realistically be achieved). This book shows how performance management is that mechanism and that it aids corporations to "actively" manage change.

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Editorial Reviews

From the Publisher
"…a discipline intended to maintain a larger picture and to show how an organisation works as a whole." (Long Range Planning, 2005)
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Product Details

  • ISBN-13: 9780471576907
  • Publisher: Wiley
  • Publication date: 3/15/2004
  • Series: Wiley and SAS Business Series , #1
  • Edition number: 1
  • Pages: 304
  • Product dimensions: 9.21 (w) x 6.14 (h) x 0.75 (d)

Meet the Author

GARY COKINS is a strategist for SAS, the world’s market leader in data management, business intelligence, and analytical software. He is an internationally recognizedexpert, speaker, and author on advanced cost management and performance improvement systems. Cokins has served on activity-based information committees with several organizations including: CAM-I, Institute of Management Accountants (IMA), American Production and Inventory Control Society (APICS), American Society for Quality (ASQ), Society of Manufacturing Engineers, American Institute of Certified Public Accountants (AICPA), Institute of Industrial Engineers, and Purchasing Management Association of Canada. He is the author of four previous books: An ABC Manager’s Primer, Activity-Based Cost Management: Making It Work, Activity-Based Cost Management: An Executive’s Guide (Wiley), and Activity-Based Cost Management in Government.

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Table of Contents

About the Author.

About the Web Site.


1. Why the Need for Performance Management as a System?

PART ONE: Performance Management Process.

2. Integrating a Suite of Proven Methodologies.

3. Support from Fact-Based Data and Information Technology.

PART TWO: Strategy Maps and Balanced Scorecards: The Link between Strategy and Successful Execution by Operations.

4. Measurement Problems and Solutions.

5. Strategy Maps and Scorecards as a Solution.

6. Strategic Objectives’ Drive Gears: Cascading Measures.

7. A Recipe for Implementation.

8. The Human Side of Collaboration.

9. Fact-Based Management Accounting Data.

10. Scorecards and Strategy Maps: Enablers for Performance Management.

PART THREE: Leveraging Financial Analytical Facts and Truths.

11. If Activity-Based Management Is the Answer, What Is the Question?

12. Activity-Based Management Model Design and Principles: Key to Success.

13. Operational (Local) Activity-Based Management for Continuous Improvement.

14. Strategic Activity-Based Management for Customer and Channel Profitability Analysis.

15. Predictive Costing, Predictive Accounting, and Budgeting.

16. Activity-Based Management Supports Performance Management.

PART FOUR: Integrating Performance Management with Core Solutions.

17. Customer Intelligence and Customer Relationship Management.

18. Supplier Intelligence: Managing Economic Profit across the Value Chain.

19. Process Intelligence with Six Sigma Quality and Lean Thinking.

20. Shareholder Intelligence: Return on Whose Investment?

21. Employee Intelligence: Human Capital Management.

PART FIVE: Performance Management, Business Intelligence, and Technology.

22. Data Management and Mining with Performance Management.

23. Final Thoughts: Linking Customers to Shareholders.


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