| |
|
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. |
| |
