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

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Overview

Performance Management (PM) is the process of managing an organization’s strategy through a fully integrated system of business improvement methodologies supported by technology. PM encompasses the methodologies, metrics, processes, software tools, and systems that manage the performance of an organization. Written by a leading thinker and pioneer in cost and performance management, Performance Management shows corporations how to implement PM tools–or refine the ones they already have–to make better executive and operational decisions that will achieve greater results.

Describing the full vision of PM and how to reap the most benefits from it, Performance Management shows organizations how to use PM tools that have existed for decades or have become recently popular–such as balanced scorecards, Six Sigma, and activity-based management–to collect data, transform and model the data into information, and Web-report it to users. Author Gary Cokins exposes PM as not just an integrated set of improvement methodologies but also as a discipline intended to maintain a view of the larger picture and to understand how an organization works as a whole. PM can be successfully applied to managing any organization, including businesses, hospitals, universities, government agencies, military bodies, and every other entity that has employees and partners with a purpose.

In Performance Management, CEOs, CFOs, vice presidents, and managers discover:

  • How to refine aspects of existing PM systems to work in harmony with newer components and apply "what-if" scenario modeling to them
  • The explicit linkage between strategic, operational, and financial objectives, and how to communicate these linkages to managers and employee teams
  • How to measure the profitability of customers and apply this knowledge to marketing strategies and campaigns
  • How time, service level, cost, quality, and flexibility all interrelate with trade-offs
  • How to align employee behavior to strategic objectives and motivate employees to accept strategy as everyone’s job
  • How to test and validate the goals set by senior management

Performance Management shows senior managers how to use tools already in their grasp to navigate their organizations to the top of their game through better guidance, feedback, and decision-making.

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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.

Preface.

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.

Index.

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