| |
|
Corporate performance management (CPM), enabled by technology, can help you in these performance areas:
|
• |
You are
drowning in data, but lack actionable
information. You need visibility into
performance to find what’s relevant and
distribute information in a timely way.
|
|
• |
Your
planning systems are disconnected and
unwieldy. You need to integrate separate
planning systems across departments so
the together.
|
|
• |
You
need a common language that defines your
business drivers and you need to
communicate
|
|
• |
You need a
complete line of sight across
departments, into historical results,
and forward into projected returns, to
understand trends. You can then adjust
your course of action as necessary.
You need a complete line of sight across
departments, into historical results,
and forward into projected returns, to
understand the key drive You can then
adjust your course of action as
necessary. |
Planning and Consolidation - Eliminate problems such as:
|
• |
Planning
and consolidation is inflexible and
takes too long—the result is not worth
the effort.
|
|
• |
Planning
and consolidation is done by Finance and
doesn’t engage the organization
effectively, reducing buy-in.
|
|
• |
Performance
targets are best-guess rather than
predictable, leading to problems with
the market and shareholders. |
Scorecarding - Eliminate problems such as:
|
• |
You can’t
communicate and distribute
responsibility for your strategy as
effectively as you want.
|
|
• |
It’s
difficult for people to know where
action is needed the most. For example,
customer profitability is the boardroom
goal but you
based on total revenue.
|
|
• |
You
base performance metrics on what can be
measured, rather than what you want the
strategy says you must accomplish. |
Business Intelligence - Eliminate problems such as:
|
•
|
You can’t make the best decisions to drive higher performance because you don't understand the Why behind results.
|
|
•
|
Meetings
bog down in multiple versions and
interpretations of the truth.
|
|
•
|
Reports
arrive too late for action; have too
much data and not enough actionable
information; tell inconsistent stories
about your business performance on key
business drivers is near impossible. |
|
|
