Performance Management: Finding the Missing Pieces (to Close the Intelligence Gap)

Abstract

About the Author. About the Web Site. Preface. 1. Why the Need for Performance Management as a System? PART ONE: Performance Management Process. 2. Integrating a Suite of Proven Methodologies. 3. Support from Fact-Based Data and Information Technology. PART TWO: Strategy Maps and Balanced Scorecards: The Link between Strategy and Successful Execution by Operations. 4. Measurement Problems and Solutions. 5. Strategy Maps and Scorecards as a Solution. 6. Strategic Objectives' Drive Gears: Cascading Measures. 7. A Recipe for Implementation. 8. The Human Side of Collaboration. 9. Fact-Based Management Accounting Data. 10. Scorecards and Strategy Maps: Enablers for Performance Management. PART THREE: Leveraging Financial Analytical Facts and Truths. 11. If Activity-Based Management Is the Answer, What Is the Question? 12. Activity-Based Management Model Design and Principles: Key to Success. 13. Operational (Local) Activity-Based Management for Continuous Improvement. 14. Strategic Activity-Based Management for Customer and Channel Profitability Analysis. 15. Predictive Costing, Predictive Accounting, and Budgeting. 16. Activity-Based Management Supports Performance Management. PART FOUR: Integrating Performance Management with Core Solutions. 17. Customer Intelligence and Customer Relationship Management. 18. Supplier Intelligence: Managing Economic Profit across the Value Chain. 19. Process Intelligence with Six Sigma Quality and Lean Thinking. 20. Shareholder Intelligence: Return on Whose Investment? 21. Employee Intelligence: Human Capital Management. PART FIVE: Performance Management, Business Intelligence, and Technology. 22. Data Management and Mining with Performance Management. 23. Final Thoughts: Linking Customers to Shareholders. Index.

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