Five Key Principles of Corporate Performance Management

by Paladino, Bob

• ISBN13: 9780470009918
• ISBN10: 0470009918
• Format: Hardcover
• Copyright: 2007-01-22
• Publisher: Wiley

Summary

In Five Key Principles of Corporate Performance Management, Bob Paladino shares his decades of experience to provide proven, real-world implementation insights from globally recognized and award-winning organizations. You'll discover what today's Fortune 100 companies are doing right, and how to implement their enterprise techniques and strategies within your own organization to maximize success.

Author Biography

Bob Paladino, CPA, founder of Bob Paladino & Associates, LLC, is a former executive and longtime implementation practitioner in the Corporate Performance Management (CPM) field. His firm advises boards of directors and executives and offers CPM services for rapidly implementing and integrating proven methodologies to drive breakthrough results. He contributes to leading research projects. Recently, as Senior Vice President of Crown Castle International in the Office of the CEO, he directed the global CPM/Balanced Scorecard program to win both the coveted Hall of Fame award and APQC's Best Practice Partner Award. He directed Drs. Kaplan and Norton's Strategy Focused Organization, Balanced Scorecard consulting division. Formerly a leading consultant for PricewaterhouseCoopers and Towers Perrin, he has a Wharton MBA and is a CPA and a member of the AICPA and MSCPA. He is published in leading journals and is among the highest rated speakers at corporate and industry events, such as FEI, ASMI, and CFO Rising.

Table of Contents

Acknowledgments	p. xiii
Introduction: Five Key Principles of Corporate Performance Management	p. 1
Best Practice Award-Winning Enterprise Cases	p. 1
Why Read This Book?	p. 2
Establish and Deploy a CPM Office and Officer	p. 4
Integrating Principles 2 through 5 CPM Processes and Methods	p. 6
Summary	p. 7
My Promise	p. 9
Why Do Most Companies Fail to Implement Their Strategies?	p. 10
Four Barriers to Strategy Implementation	p. 10
Industry Clock Speed: A New Consideration to Implementing Strategy	p. 16
Top Five Blockers to CPM Project and Process Success	p. 19
Summary	p. 23
Research and the Five Key CPM Principles: A Best Practice Model	p. 25
Establish and Deploy a CPM Office and Officer	p. 26
Crown CPM Office and Officer Is Born	p. 29
CPM Research	p. 29
High-Performing Organizations	p. 32
Establish and Deploy a CPM Office and Officer	p. 33
Refresh and Communicate Strategy	p. 33
Cascade and Manage Strategy	p. 33
Improve Performance	p. 35
Manage and Leverage Knowledge	p. 35
Summary	p. 36
Principle 1: Establish and Deploy a CPM Office and Officer	p. 39
Crown Castle International: Best Practice Case	p. 41
City of Coral Springs: Best Practice Case	p. 47
Tennessee Valley Authority: Best Practice Case	p. 49
Medrad: Best Practice Case	p. 53
Serono: Best Practice Case	p. 55
LB Foster Company: Best Practice Case	p. 58
Florida Department of Health: Best Practice Case	p. 62
American Red Cross: Best Practice Case	p. 64
Bronson Methodist Hospital: Best Practice Case	p. 68
Ricoh Best Practice: Best Practice Case	p. 72
KeyCorp: Best Practice Case	p. 77
Sprint Nextel: Best Practice Case	p. 80
Principle 2: Refresh and Communicate Strategy	p. 85
Pareto Inc.: Foundational Strategy Map Case	p. 87
Crown Castle International: Best Practice Case	p. 93
City of Coral Springs: Best Practice Case	p. 97
Tennessee Valley Authority: Best Practice Case	p. 103
Medrad: Best Practice Case	p. 107
Serono: Best Practice Case	p. 115
LB Foster Company: Best Practice Case	p. 118
Florida Department of Health: Best Practice Case	p. 128
American Red Cross: Best Practice Case	p. 131
Bronson Methodist Hospital: Best Practice Case	p. 133
Ricoh: Best Practice Case	p. 140
KeyCorp: Best Practice Case	p. 144
Sprint Nextel: Best Practice Case	p. 151
Principle 3: Cascade and Manage Strategy	p. 161
Pareto Inc.: Balanced Scorecard Introduction	p. 163
Crown Castle International: Best Practice Case	p. 166
City of Coral Springs: Best Practice Case	p. 170
Tennessee Valley Authority: Best Practice Case Study	p. 175
Medrad: Best Practice Case	p. 183
Serono: Best Practice Case	p. 192
LB Foster: Best Practice Case	p. 199
Florida Department of Health: Best Practice Case	p. 203
American Red Cross: Best Practice Case	p. 213
Branson Methodist Hospital: Best Practice Case	p. 221
Ricoh: Best Practice Case	p. 233
KeyCorp: Best Practice Case	p. 238
Sprint Nextel: Best Practice Case	p. 246
Principle 4: Improve Performance	p. 252
Introduction to Six Sigma	p. 254
Crown Castle: Best Practice Case	p. 257
City of Coral Springs: Best Practice Case	p. 265
Tennessee Valley Authority: Best Practice Case	p. 277
Medrad: Best Practice Case	p. 278
LB Foster: Best Practice Case	p. 290
Florida Department of Health: Best Practice Case	p. 306
American Red Cross: Best Practice Case	p. 310
Bronson Methodist Hospital: Best Practice Case	p. 311
Ricoh: Best Practice Case	p. 328
Houston Chronicle: Best Practice Case	p. 331
Principle 5: Manage and Leverage Knowledge	p. 337
Crown Castle: Best Practice Case	p. 339
City of Coral Springs: Best Practice Case	p. 345
Tennessee Valley Authority: Best Practice Case	p. 346
Medrad: Best Practice Case	p. 349
Florida Department of Health: Best Practice Case	p. 351
American Red Cross: Best Practice Case	p. 353
Bronson Methodist Hospital: Best Practice Case	p. 354
Ricoh: Best Practice Case	p. 359
Raytheon Company: Best Practice Case	p. 360
Five Key Principles Self-Diagnostic and CPM Research Resources	p. 369
CPM Diagnostic: Three Easy Steps	p. 370
CPM Research Resources	p. 372
Index	p. 379
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