Let’s get one thing straight right from the start. Corporate Performance Management (CPM) is not a software solution. Instead it describes a management approach that should help organizations to better execute corporate strategy. Gartner initially defined the term as “the methodologies, metrics, processes and systems used to monitor and manage an enterprise’s business performance.’
Do you want to improve the odds of strategy execution? I’m sure that, invariably the answer for the question would be an enthusiastic nod.
Here’s a simple statement to remember: Have a well-understood strategy and communicate it widely.
Imagine a basketball team whose players never pass, never set screens so a teammate can get open and focus purely on shooting the ball to run up their own stats. The chance that this team will win is extremely low and the players will grow to resent and despise each other. One might say that…
By definition, in order to improve something, a change has to occur. I have benchmarked several companies and it seems that those that do the best with their improvement efforts have a workforce that embraces change. If, on the other hand, there is a culture of fear and the workers are terrified to try something different, nothing will improve.
What are the key questions that an executive team should consider if they want to assess how they might manage the business strategy and their organization’s execution capability gaps.
When integrating business and technology, proof of concepts (POC) are invaluable. Whether you’re designing business intelligence (BI) solutions, mobileapps, or business processes, POCs can help to mitigate or eliminate the risks associated with new technology and business requirements.
Such a small word, BUT it effectively deletes everything that went ahead of it.
One of the value killers found inside many organizations is the out of control pursuit of too many new initiatives. The resultant too few resources chasing too many projects, is a sure-fire way to create organizational stress as initiatives fall short, inefficiencies skyrocket and employees, stakeholders and customers grow perturbed.
Analytics gives us not just the ability but the imperative to separate our planning activities into two distinct segments – detailed planning that leads to budgets in support of execution, and high-level, analytic-enabled business/scenario planning.
Again I ask: Is the potential benefit of spinning your information worth the potential impact on how you are perceived as a presenter