Performance Management Integrating Strategy Execution, Methodologies, Risk, and Analytics

by Cokins, Gary

• ISBN13: 9780470449981
• ISBN10: 0470449985
• Edition: 1st
• Format: Hardcover
• Copyright: 2009-04-06
• Publisher: Wiley

Summary

Unlike other books on performance management this book will not be a dry recipe or "how to." This book whose foundation is based on the authors DM Review articles and blog posts. This material will be totally updated and reflect current trends. The tentative contents is: (1) Performance Management Overview; (2) Performance Management Supports Business Intelligence and Data Mining; (3) Implementing Performance Management; (4) Strategy Maps and Balanced Scorecard; (5) Financial Performance Management; (6) Custom Value Management Performance Management; (7) Performance Management and Shareholder Wealth Creation; (8) Environmental Performance Management; and (9) International Performance Management.

Author Biography

Gary Cokins is Global Product Marketing Manager for Performance Management at SAS, the world's leader in business analytics, data management and performance management software. An internationally recognized expert, speaker, and author on advanced cost management and performance improvement systems, he works closely with SAS customers, partners, industry analysts, and internal stakeholders to ensure that SAS continues to deliver high-value solutions to the market that meet the needs of customers worldwide.

Table of Contents

About the Author	p. xxi
Preface	p. xxiii
Introduction	p. 1
Rules for Ensuring Poor Performance	p. 3
Performance Management: Myth or Reality?	p. 7
What Will Be the Next New Management Breakthrough?	p. 25
The Future: Enterprise Risk-Based Performance Management	p. 31
Performance Management Overview	p. 39
Why the High Interest in Performance Management Now?	p. 41
Human Capital and Workforce Management: Art or Science?	p. 47
Tipping Point for Performance Management	p. 51
An Interview with a CEO You Might Want to Work For	p. 55
Does "A Word to the Wise" Mean Ignore the Dummies?	p. 59
Performance Management Supports Business Intelligence and Decision Making	p. 61
How Do Business Intelligence and Performance Management Fit Together?	p. 63
CEO's Targeted Financial Return: A Goal or a Wish?	p. 67
Implementing Performance Management	p. 69
First Barrier to Performance Management: How Do We Get Started?	p. 71
Where Do You Begin Implementing Performance Management?	p. 75
The Many Rooms of the Organization Mansion	p. 79
Accountability and Incentives for Rewards: How Disconnected Are They?	p. 83
Why Do You Have to Be a Sociologist to Implement Performance Management?	p. 89
Strategy Maps, The Balanced Scorecard, and Dashboards	p. 91
The Promise and Perils of the Balanced Scorecard	p. 93
How Are Balanced Scorecards and Dashboards Different?	p. 103
When Performance Management Becomes Surgery	p. 111
Financial Performance Management	p. 115
Do Accountants Lead or Mislead?	p. 117
Confusion with Managerial Accounting	p. 121
What Is Broken about Budgeting?	p. 139
Put Your Money Where Your Strategy Is	p. 145
Customer Value Management	p. 153
From Working for the Boss to Working for the Customer	p. 155
How Profitable to Us Is Each Customer Today-and Tomorrow?	p. 159
Optimizing Customer Lifetime Economic Value	p. 169
Performance Management and Shareholder Wealth Creation	p. 183
Can Performance Management Accomplish What Einstein Could Not?	p. 185
Why Do Capital Market Organizations Underachieve Their Planned ROI?	p. 189
Will Private Equity Funds Turbocharge Applying Performance Management?	p. 195
Environmental Performance Management	p. 201
Social and Environmental Performance Management	p. 203
How Is a Chief Financial Officer Affected by the Sustainability Movement?	p. 207
Conclusion	p. 213
Christmas Gift Letter to Santa Claus	p. 215
Performance Management from Future Diaries	p. 217
A Dear-CEO Advice Column You Might Want to Read	p. 221
From Nag to Wag: Why Performance Management Now?	p. 225
Index	p. 229
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