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

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Performance Management (PM) is the process of managing anorganization’s strategy through a fully integrated system ofbusiness improvement methodologies supported by technology. PMencompasses the methodologies, metrics, processes, software tools,and systems that manage the performance of an organization. Writtenby a leading thinker and pioneer in cost and performancemanagement, Performance Management shows corporations how toimplement PM tools–or refine the ones they alreadyhave–to make better executive and operational decisions thatwill achieve greater results.

Describing the full vision of PM and how to reap the mostbenefits from it, Performance Management shows organizations how touse PM tools that have existed for decades or have become recentlypopular–such as balanced scorecards, Six Sigma, andactivity-based management–to collect data, transform and modelthe data into information, and Web-report it to users. Author GaryCokins exposes PM as not just an integrated set of improvementmethodologies but also as a discipline intended to maintain a viewof the larger picture and to understand how an organization worksas a whole. PM can be successfully applied to managing anyorganization, including businesses, hospitals, universities,government agencies, military bodies, and every other entity thathas employees and partners with a purpose.

In Performance Management, CEOs, CFOs, vice presidents, andmanagers discover:

  • How to refine aspects of existing PM systems to work in harmonywith newer components and apply "what-if" scenario modeling tothem
  • The explicit linkage between strategic, operational, andfinancial objectives, and how to communicate these linkages tomanagers and employee teams
  • How to measure the profitability of customers and apply thisknowledge to marketing strategies and campaigns
  • How time, service level, cost, quality, and flexibility allinterrelate with trade-offs
  • How to align employee behavior to strategic objectives andmotivate employees to accept strategy as everyone’s job
  • How to test and validate the goals set by seniormanagement

Performance Management shows senior managers how to use toolsalready in their grasp to navigate their organizations to the topof their game through better guidance, feedback, anddecision-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.


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 Linkbetween Strategy and Successful Execution by Operations.

4. Measurement Problems and Solutions.

5. Strategy Maps and Scorecards as a Solution.

6. Strategic Objectives’ Drive Gears: CascadingMeasures.

7. A Recipe for Implementation.

8. The Human Side of Collaboration.

9. Fact-Based Management Accounting Data.

10. Scorecards and Strategy Maps: Enablers for PerformanceManagement.

PART THREE: Leveraging Financial Analytical Facts andTruths.

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

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

13. Operational (Local) Activity-Based Management for ContinuousImprovement.

14. Strategic Activity-Based Management for Customer and ChannelProfitability Analysis.

15. Predictive Costing, Predictive Accounting, andBudgeting.

16. Activity-Based Management Supports PerformanceManagement.

PART FOUR: Integrating Performance Management with CoreSolutions.

17. Customer Intelligence and Customer RelationshipManagement.

18. Supplier Intelligence: Managing Economic Profit across theValue Chain.

19. Process Intelligence with Six Sigma Quality and LeanThinking.

20. Shareholder Intelligence: Return on Whose Investment?

21. Employee Intelligence: Human Capital Management.

PART FIVE: Performance Management, Business Intelligence, andTechnology.

22. Data Management and Mining with Performance Management.

23. Final Thoughts: Linking Customers to Shareholders.


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