Performance Management: Integrating Strategy Execution, Methodologies, Risk, and Analytics | by Gary Cokins | 2009 | ISBN: 9780470449981. Performance Management Books. Performance Improvement Systems. Organizational Transformation.
Performance Management: Integrating Strategy Execution, Methodologies, Risk, and Analytics
by Gary Cokins
2009 (240 pages)
ISBN:9780470449981
Written by an internationally recognized expert, speaker, and author on advanced cost management and performance improvement systems, this book offers a compelling overview of the current trends in performance management.
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Performance Management—Integrating Strategy Execution, Methodologies, Risk, and Analytics
Preface
Overview
How This Book Differs from My 2004 Book on Performance Management
Linking Strategy to Operations with the Ability to Respond
Five Critical Managerial Areas
Organizational Transformation: How to Get from Here to There
Performance Management 2.0
My Personal Position Statement
Overview of the Book
Some Reader Instructions
Part One – Introduction
Chapter 1 – Rules for Ensuring Poor Performance
Chapter 2 – Performance Management: Myth or Reality?
Overview
Executive Pain: A Major Force Creating Interest in Performance Management
What is Performance Management?
Is Performance Management a New Methodology?
Clarifying What Performance Management Is Not
What has Caused Interest in Performance Management?
Performance Management Framework for Value Creation
Performance Management as a Continuous Flow
Automobile Analogy for Performance Management
Where does Managerial Accounting Fit in?
Performance Management Unleashes the Return on Investment from Information
Two Types of Computer Software: Transactional and Decision Support
Management’s Quest for a Complete Solution
Economic Downturns and Performance Management
Notes
Chapter 3 – What Will Be the Next New Management Breakthrough?
History of Management Breakthroughs
Will Predictive Analytics Be the Next Breakthrough?
Power of Quantitative Analysis and Performance Management
Note
Chapter 4 – The Future: Enterprise Risk-Based Performance Management
Overview
Risk as Opportunity or Hazard?
Types of Risk Categories
Risk-Based Performance Management Framework
Strategy Execution Risk Management Begins with Strategic Objectives
Invulnerable Today but Aimless Tomorrow
Part Two – Performance Management Overview
Chapter 5 – Why the High Interest in Performance Management Now?
Debut of Performance Management at the Enterprise Level
Deep and Even Deeper Root-Cause Forces As to Why Performance Management Now
Widening Zone (#3) of Complexity, Uncertainty, and Change
What? So What? Then What?…Why Not?
Notes
Chapter 6 – Human Capital and Workforce Management: Art or Science?
What Prevents the HR Department from Being More Strategic?
Advancing from HR to Strategic Human Capital Management
Reducing Employee Turnover and Improving Employee Retention
Business Intelligence and Predictive Analytics
Human Capital as a Component of the Performance Management Framework
Note
Chapter 7 – Tipping Point for Performance Management
Multiple Tipping Points of Performance Management Components
Synergy from the Links among Performance Management Components
Note
Chapter 8 – An Interview with a CEO You Might Want to Work For
A CEO You Can Dream About
Lack of Leadership?
Chapter 9 – Does “A Word to the Wise” Mean Ignore the Dummies?
Part Three – Performance Management Supports Business Intelligence and Decision Making
Chapter 10 – How Do Business Intelligence and Performance Management Fit Together?
How Do Business Intelligence and Performance Management Relate to Each Other?
Notes
Chapter 11 – CEO’s Targeted Financial Return: A Goal or a Wish?
Part Four – Implementing Performance Management
Chapter 12 – First Barrier to Performance Management: How Do We Get Started?
Performance Management: An Enigma or Simply Ambiguous?
Rapid Prototyping of Activity-Based Cost Management and the Balanced Scorecard
Is a Ready-Fire-Aim Approach All That Bad?
Chapter 13 – Where Do You Begin Implementing Performance Management?
One Performance Management Framework, but Many Recipes
Performance Management Is about Integration and Speed
Rapid Prototyping to Accelerate Learning
Embrace Uncertainty with Predictive Analytics
Prioritize or Maximize?
Chapter 14 – The Many Rooms of the Organization Mansion
Different Rooms for Different Functions
Process Effectiveness or Strategy?
Performance Management Chambers
Notes
Chapter 15 – Accountability and Incentives for Rewards: How Disconnected Are They?
Reward Performance You Want to Encourage: Bucks for Behavior
How Effective Are Performance Measures without Consequences?
How Does Performance Management Solve This Problem?
A Way Forward
Notes
Chapter 16 – Why Do You Have to Be a Sociologist to Implement Performance Management?
Planning versus Communicating
Notes
Part Five – Strategy Maps, the Balanced Scorecard, and Dashboards
Chapter 17 – The Promise and Perils of the Balanced Scorecard
Lack of Consensus
Implementing Too Quickly and Skipping Key Steps
Measurements Are More of a Social Tool than a Technical Tool
Scorecard or Report Card? The Impact of Senior Management’s Attitude
Why Not an Automobile GPS Navigator for an Organization?
How is Your Organization Different from Tiger Woods?
Are Failures Due to Arrogance, Ignorance, or Inexperience?
Notes
Chapter 18 – How Are Balanced Scorecards and Dashboards Different?
The Vital Few versus the Trivial Many
Scorecards and Dashboards Serve Different Purposes
Strategy Is More than Performing Better: It Involves Doing Different Things
Getting Past the Speed Bumps
Notes
Chapter 19 – When Performance Management Becomes Surgery
The Larger the Change, the Greater the Risk of Failure
Arrogance, Ignorance, Delusion, or Something Else?
Urgency Means Now
Notes
Part Six – Financial Performance Management
Chapter 20 – Do Accountants Lead or Mislead?
Perils of Poor Navigation Equipment
Perils of Poor Managerial Accounting
The Accountant as a Bad Navigator
Chapter 21 – Confusion with Managerial Accounting
Overview
Historical Evolution of Managerial Accounting
Shared and Indirect Expenses
Time-Driven Activity-Based Costing
What Do Properly Traced Costs Reveal?
Accounting for Lean Management: An Alternative or Coexisting Costing Method?
Costing Stages of Maturity
Excel Heaven—or Is It Hell?
Financial Accounting versus Managerial Accounting
Coming to Grips with Reality
Notes
Chapter 22 – What Is Broken about Budgeting?
Overview
Evolutionary History of Budgets[]
A Sea Change in Accounting and Finance
Financial Management Integrated Information Delivery Portal
Note
Chapter 23 – Put Your Money Where Your Strategy Is
Problems with Budgeting
Value Is Created from Projects and Initiatives, Not the Strategic Objectives
Driver-Based Resource Capacity and Spending Planning
Three Types of Budget Spending: Operational, Capital, and Strategic
From a Static Annual Budget to Rolling Financial Forecasts
Managing Strategy Is Learnable
Notes
Part Seven – Customer Value Management
Chapter 24 – From Working for the Boss to Working for the Customer
A Shift of Power from Sellers to Buyers
How Can Suppliers Gain a Competitive Edge?
Single View of the Customer
Chapter 25 – How Profitable to Us Is Each Customer Today—and Tomorrow?
Overview
Risks from Inaccurate Cost Calculations
Quest for Individual Customer Profit Reporting
Migrating Customers to Higher Profitability
Options to Raise the Profit Cliff Curve
Computer Technology Enables Transaction-Based Customer Profitability Reporting
Achieving Extreme High Cost Accuracy with Transaction-Based Costing
Note
Chapter 26 – Optimizing Customer Lifetime Economic Value
Overview
A Financial View of Customers Must Be Added to a Behavioral View
The Perfect Storm Is Creating Turbulence for Sales and Marketing Management
Unanswered but Critical Questions
Should We Be Pursuing the Most Profitable or the Most Valuable Customers?
Decision Support for Servicing Customers Must Be Taken to a Higher Level
Customer Lifetime Value: Viewing Customers as an Investment
Trade-off between Customer and Shareholder Value
The CFO Should Serve the CMO and the Sales Director
Notes
Part Eight – Performance Management and Shareholder Wealth Creation
Chapter 27 – Can Performance Management Accomplish What Einstein Could Not?
Quantum Mechanics and Performance Management
Which Is the Dependent and which the Independent Variable: Customers or Shareholders?
The Data and Math Exist: What Is Needed Is the Thinking
Note
Chapter 28 – Why Do Capital Market Organizations Underachieve Their Planned ROI?
Five Value-Capture Categories to Achieve Results
How Can Performance Management Methodologies Unlock Potential Value?
Performance Management’s Bonus Methodology: Rolling Financial Forecasts
What Leads to the Unfulfilled Promises of ROI for Capital Market Firms?
Notes
Chapter 29 – Will Private Equity Funds Turbocharge Applying Performance Management?
Who Are the Participants in Capital Markets?
What Is Causing the Emergence of Private Equity Funds?
Private Capital Markets Are Free of the Shortcomings of Public and Internal Capital Markets
Why Will Private Equity Funds Turbocharge the Adoption of Performance Management?
Notes
Part Nine – Environmental Performance Management
Chapter 30 – Social and Environmental Performance Management
How Can We Help?
When Do You Realize Environmental Management Is Serious?
Measurements: A Usual Problem but Huge Opportunity
Personal Revelations
Notes
Chapter 31 – How Is a Chief Financial Officer Affected by the Sustainability Movement?
Overview
Notes
Part Ten – Conclusion
Chapter 32 – Christmas Gift Letter to Santa Claus
Chapter 33 – Performance Management from Future Diaries
Vice President, Sales
Vice President, Operations
Vice President, Marketing
Vice President, Human Resources
Chief Financial Officer
Chief Information Officer
Chief Executive Officer
Note
Chapter 34 – A Dear-CEO Advice Column You Might Want to Read
Chapter 35 – From Nag to Wag: Why Performance Management Now?
The Obsession with ROI Justifications
Did Beethoven Pave the Way for Performance Management?
The Future of Performance Management
Note
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