Hello redosam-ga,
Your question regarding what can and should be measured in order to
evaluate enterprise performance is very significant in today’s
competitive business climate. It is a problem that has been studied in
depth and is a fundamental piece of many management consulting
companies’ practice. The subject is addressed regularly in the
business and trade press and has generated a steady stream of
management books. In addition, because of the wealth of data available
for measurement of business performance, whole new industries have
sprung up for evaluating, manipulating and managing the information
from all the records that are kept by a corporation.
In reviewing the literature, I’ve concluded that there is lots of
information available for the major facets of your question and I’ve
organized it into topic areas. The first consideration about “inspect
what you expect” can be reframed to setting performance expectations
that are defined through Critical Success Factors. Your “what gets
measured, gets done” refers to measuring performance by using Key
Performance Indicators.
Setting expectations and measuring results against objectives are
facets of modern business performance management systems. These
systems are implemented through a variety of popular programs such as
Balanced Scorecard, Six Sigma, and Continuous Improvement. I’ve
collected a selection of articles that will help you research further
how business performance management is conducted in today’s market.
Making sense of measurement of performance is easy if you have
sufficient data. Today’s organizations have a wealth of information
available from the various data processing systems in use by all
departments and functions. Companies have always collected and
analyzed the data they collected and produced various reports to help
management with planning and operations. As computing power increased
and the sophistication of software programs improved, whole new
industries have sprung up to handle Business Process Management. The
biggest of these are Enterprise Business Information / Intelligence
Systems. There are smaller, specialized software packages for smaller
companies or for specialized use. I’ve collected some information on
both of these categories so that you can see how performance is
measured today.
I’ve organized the research results into specific topic areas and
listed the results in under each topic in order of usefulness. I think
you will find many resources to help you continue your research.
I trust the you will find this research useful. Please ask for
clarification before rating my answer if you need additional
information about anything I’ve provided.
Good luck with your project.
~ czh ~
=====================================================
WHAT GETS MEASURED GETS DONE – BACKGROUND INFORMATION
=====================================================
http://www.intelligententerprise.com/030917/615feat2_1.shtml
What Are You Measuring? -- September 17, 2003
Before you can create a useful analytic application, you must first
analyze the business effectively. A method of business assessment
developed two decades ago can form the foundation for the most cutting
edge of today's strategic IT applications
The synonymous terms enterprise performance management, corporate
performance management, and business performance management are hard
to miss in most business and technology publications today. Enabling
technologies such as balanced scorecards, closed-loop strategic
planning, and digital dashboards sound easy enough to implement, but
the old saying "you can't manage what you can't measure" illustrates
why it's not quite that simple. In reality, getting a single version
of the numbers is the hard part for most organizations that collect
vast amounts of transactional data from dozens of operational and
enterprise resource planning systems.
The Analysis Before the Analytics
The promise of increased margin, faster decision-making, and better
overall confidence in a firm's financial statements is very achievable
through the development of analytic applications. While corporate
strategists and managers will demand enterprise performance management
solutions, recognize that a single application or software suite can't
simply be dropped into place by the IT organization. Instead, a
comprehensive study of your own value chain will enable the iterative
release of meaningful analytic solutions.
***** This is a long article that will help you think through the
tasks that are involved in developing an appropriate corporate
performance management system.
-------------------------------------
http://www.informationbuilders.com/products/whitepapers/pdf/BI_Philosophy_white.pdf
Establishing A Culture of Measurement
***** This is a 23 page white paper that takes a look at business
intelligence as a method for continuous improvement in any kind of
enterprise. It examines the cycle of Measurement à Analysis à Planning
à Improvement, reviews the reasons such programs fail and presents
ways to achieve success. The report is free but you have to register
to access it.
-----------------------------
http://software.isixsigma.com/library/content/c020415a.asp
Six Sigma Critical Success Factors
"You can't manage what you can't measure."
This axiom, while intuitive for most managers and business
professionals, is often not applied to the Six Sigma management
process itself. For Six Sigma or any other management initiative to
yield the advertised results, many factors must be considered,
aligned, measured and acted upon.
While there are tremendous differences in management styles and
priorities from company to company, one thing is clear: The
organizations that focused on continuously measuring and driving
management behaviors, including aligning initiatives and priorities,
yield a much higher return on their programs than those who leave it
to chance.
-------------------------------------------
http://www.imakenews.com/rainmakers/e_article000104144.cfm
October 29, 2002
KPI's and Continual Improvement (CI). "What Gets Measured Gets Done"
for Competitive Advantage
In a recent newsletter we noted that most organizations have so many
metrics that it becomes difficult to know what is really important —
the key priorities. That discussion went on to describe the basics of
how to identify the Key Performance Indicators (KPIs) that can be used
to focus a business workforce on the most important aspects of their
products, services, operating processes and working relationships. So
they can focus their energies on the improvement opportunities that
will yield the best bang for the buck.
Continuing that discussion, it’s logical to extend the use of KPIs
into the broad continual improvement (CI) processes used by many
companies to accelerate their rate of performance improvement by
making rapid CI a natural part of the business culture.
-----------------------------
http://www.nelsonlambson.com/articles/performanceaudit.htm
Performance measurement may hold key to profitability
The old saying holds true: What can be measured can be managed
If you are a business owner or manager, what are your measuring
sticks? Which numbers, statistics or reports do you watch to tell you
that your business is on track and moving toward your goals?
Every business has its key performance indicators that can help owners
understand how their business is performing today in order to steer it
toward greater success tomorrow. Simply stated, they are a mix of
financial and non-financial measuring points designed to monitor the
critical success factors necessary for the company to achieve its
goals.
================================================
INSPECT WHAT YOU EXPECT – BACKGROUND INFORMATION
================================================
http://www.marconeworld.com/issues/v2_i1/inspect.htm
Inspect What You Expect
Last issue, we introduced the concept that your service value (in the
eyes of the customer) is measured by your ability to meet or exceed
their expectations. Customers observe your service professionals
before, during, and after the service is performed. They inspect the
“job” and look for the expected results—usually only the effective
repair and satisfaction of the service concerns that brought you to
their home.
But do they only look for the “fix?” We all agree that an effective
fix does go a long way to satisfaction, but there are other measures
that need to be looked at. Some of those other measures are:
***** Article on how to improve customer service. The tables and
charts give you examples of how to design a system of measurement and
feedback.
--------------------------------
http://www.jpmaroney.com/article.htm?ArticleID=1
Entrepreneurial Corporate Cultures
Article Date: 2003-04-07
Ever wish your people would accept more personal responsibility in the
workplace, and make decisions on their own without having to come to
you for every answer? You're not alone. Business owners and managers
often tell me, "I just wish my people would be more independent. I
wish they didn't feel the need to gain my approval for every little
detail before taking action." I understand their frustration. This
type of dependence on leadership impairs speed and agility within the
organization, and usually the person who suffers the most is the
customer. While the employee is busy trying to find out what they can
or should do, the customer's needs go unmet. And dissatisfied
customers will hurt any organization.
What you need instead is an entrepreneurial company culture that
fosters personal responsibility within people, and encourages them to
step out on their own and make decisions, even if it means making a
few mistakes along the way. Here are the key ingredients I find
essential in creating that type of environment within an organization.
Inspect what you expect
Encouraging independence in the organization does not mean lack of
accountability. People need to be held accountable for their actions.
One of my favorite phrases is to "inspect what you expect." If you
have communicated objectives clearly and effectively, be sure to
follow up to see that your people are making progress in achieving
those objectives.
=========================================
KEY PERFORMANCE INDICATORS -- MEASUREMENT
=========================================
http://management.about.com/cs/generalmanagement/g/keyperfindic.htm
Key Performance Indicators
Definition: Key Performance Indicators (KPI) are quantifiable
measurements, agreed to beforehand, that reflect the critical success
factors (of the company, department, project.)
Also Known As: KPI, Key Success Factors, KSI
-----------------------------
http://oamweb.osec.doc.gov/bsc/guide.htm
Procurement Executives’ Association
Guide to a Balanced Scorecard Performance Management Methodology –
Moving from Performance Measurement to Performance Management
The members of the Procurement Executives’ Association (PEA) - an
informal association of civilian procurement executives - have
redesigned their programs for performance evaluation and management of
acquisition systems. They have moved from headquarters-based,
process-oriented oversight programs to ones which rely more on self or
local assessment of performance against departmental or agency
expectations. Through the use of assessment approaches based on
performance measurement models developed by a federal interagency team
chartered by this Association, the participating procurement
organizations have fundamentally redesigned performance assessment.
From the very beginning of the transition from the traditional
purchasing system reviews to the redesigned assessment approach that
replaced them, it was understood that further refinement and
continuous improvement was planned. Consistent with that long-term
strategy, and building on the originally redesigned federal purchasing
assessments, the business system assessment models of the PEA members
have evolved to be more aligned with the Balanced Scorecard (BSC)
approach to performance measurement and management, which is currently
in use by many “world class” private corporations.
This Guide describes the PEA business system assessment program,
implementation procedures, evaluation standards, and reporting
process. It also establishes the conceptual framework for performance
management for PEA agency acquisition system assessments, as well as
consistent techniques useful in performing the performance management
administration and system oversight functions. In accordance with this
framework, each PEA member will integrate into his/her agency’s or
department’s system a balanced scorecard assessment methodology
utilizing the core objectives and measures identified in this Guide,
and any additional measures that contribute to the accomplishment of
the individual agency’s strategic goals and objectives.
***** This is a long and detailed report on how to set up a
performance management system using Key Performance Indicators.
------------------------------
http://www.informationbuilders.com/definition/kpi-key-performance-indicators.html
Developing Key Performance Indicators (KPI)
Key performance indicators (KPI) are high-level snapshots of a
business or organization based on specific predefined measures. KPIs
typically consist of any combination of reports, spreadsheets, or
charts.
A KPI application such as an executive portal can give a business
executive a high-level, real-time view of the health of a company by
visually displaying vital statistical information about that company.
-------------------------------
http://www.btplc.com/Betterworld/Summaryandhighlights/Introduction.htm
The Better World website is the BT social and environmental report. It
contains a wealth of information about BT's policies, programmes and
performance across a full range of social, environmental and economic
issues. It also sets out a number of targets for improvement.
http://www.btplc.com/Betterworld/Dataandtargets/Dataandtargets.htm
In this section of the site you can:
View BT's ten non-financial Key Performance Indicators for a quick
overview of our social and environmental performance. Use pull down
lists to view all of our social or environmental performance data.
Access our social and environmental performance targets, including
progress against targets set in previous financial years.
http://www.btplc.com/Betterworld/Dataandtargets/Keyperformanceindicators/Keyperformanceindicators.htm
Key performance indicators
We have selected ten non-financial key performance indicators (KPIs)
to provide a quick overview of BT's social and environmental
performance. They also offer an indication of the underlying health of
BT.
The KPIs have also been used to establish ten strategic social and
environmental targets.
You can view the latest performance data and targets sheet for all our
KPIs here, with further information and commentary below.
All other performance figures are available in the social and
environmental data section of this site.
***** These selected pages from the BT website will give you an idea
of how a company can use key performance indicators in various areas
(financial, social, environmental) to achieve established goals and
communicate its progress to its various constituencies.
-------------------------------
http://www.dti.gov.uk/
The Department of Trade and Industry (DTI)
http://www.dti.gov.uk/construction/kpi/
What are Construction Industry Key Performance Indicators?
The Construction Industry Key Performance Indicators (KPIs) are
national data sets against which a project or a company can benchmark
its performance.
http://www.kpizone.com/
KPIZone is a comprehensive on-line gateway to best practices in KPIs
and benchmarking for the UK construction industry.
***** These links will give you an overview of how an industry can
establish and use key performance indicators to achieve excellent
service.
--------------------------------
http://www.theiia.org/iia/index.cfm?doc_id=2338
Key performance indicators may be used by organizations to monitor
both operational performance and risk management. This article will
discuss the use of key performance indicators as an essential
component of a comprehensive, organization-wide risk management system
with emphasis on its significance to auditing as well as to
management. But first, discussion of a non-business situation may
serve to illustrate the importance of using indicators for risk
management.
Gauges are performance indicators and the concept of using them is
equally applicable to a business or other organizational environment.
Key performance indicators, if they are well chosen, timely, accurate,
and presented in easily understood formats, can provide vitally
important information to the management of such organizations.
***** This is a long article that discusses how to establish and use
Key Performance Indicators in the internal auditing industry. The
charts and graphs are especially useful.
-------------------------------------
http://www.bettermanagement.com/businessTopicHome.aspx?FilterID=11
Scorecard and Enterprise Management
Examine performance measures and metric development through standard
practices such as the Balanced Scorecard.
See Also: Performance Management | Key Performance Indicators |
Balanced Scorecard
http://www.bettermanagement.com/businesstopichome.aspx?filterid=707
Key Performance Indicators
Carefully selected and defined KPIs help your organization evaluate
how it’s achieving goals.
***** This consulting company’s website provides lots of articles,
workshops and software solutions for understanding the development of
key performance indicators and appropriate measurement systems for
your organization.
------------------------------------------
http://www.tqe.com/bsc.html
Total Quality Engineering Inc.
Balanced Scorecard
The BSC is based on the premise that what gets measured gets done and
that financial performance is not the only measure of business
success. You must also measure performance with respect to customers,
people, and processes.
-----------------------------
http://www.microsoft.com/office/business/intelligence/scorecard.asp
Balanced Scorecard Analysis
If you can’t measure it, you can’t manage it. This is the philosophy
behind the balanced scorecard methodology, a performance management
approach developed by Robert Kaplan and David Norton. Balanced
scorecard methodology is at the heart of today’s successful
businesses.
The Problem
Companies that use the balanced scorecard methodology get a more
accurate, comprehensive view of their business performance. The
balanced scorecard approach relies on the monitoring of critical
business-strategy-oriented metrics, such as quality, customer
satisfaction, innovation, and market share—measurements that can often
reflect a company’s economic conditions and growth prospects better
than its reported earnings.
The balanced scorecard methodology is more than a set of metrics; it
is a system of linked objectives, measurements, targets, and
initiatives that collectively communicate and measure an
organization’s business strategy.
============================================
KEY PERFORMANCE INDICATORS – SOFTWARE, BOOKS
============================================
http://www.ergometrics.com/index.html
ERGOMETRICS - the fast route to Balanced Scorecard, Digital
Dashboards, and performance reporting solutions. Quick and easy to
install, implement, and produce results, our unique design and
information-rich gauges deliver your Key Performance Indicators
straight to the desktop making Action Reporting your key to success.
-----------------------------
http://bi.speedware.com/index2.html
Speedware Business Intelligence
Business Intelligence (BI) is a concept of management by quantitative
data. Knowledge workers from all levels of an organization often
struggle to gain access to quantifiable data that empowers them to
perform both strategic and tactical functions. Speedware’s BI suite of
software serves as the enabling reporting and analysis technology in
providing all knowledge-workers with timely access to high-value
business information for improving decision-making.
Key Performance Indicators Solutions
Strategic Performance Management
You may already have a performance management philosophy in place —
such as Balanced Scorecard, EFQM, Baldrige or Six Sigma — but without
a strategic management system that allows you to dig deeper and manage
activities across your entire enterprise, translating that philosophy
into action is extremely difficult.
SAS Strategic Performance Management captures your corporate strategy
– no matter which management philosophy you choose – and helps you
integrate, distribute, analyze and act upon enterprisewide information
ahead of the competition.
--------------------------------
http://www.icentrix.com/ic/icStore/cgi-bin/AboutUs.htm
iCentrix helps companies organize, access and manage information to
support dynamic business processes. A combination of industry standard
software tools, advanced software design technologies, and best
software engineering practices are used to develop solutions that are
custom, robust and flexible.
http://www.icentrix.com/ic/icStore/cgi-bin/ProdSubEV_Cat_253153_SubCat_253156_NavRoot_550.htm
Solutions :: Executive Dashboards & Key Performance Indicators :: Key
Performance Indicators
Using this approach, iCentrix has developed real-time, interactive
business performance indicators for businesses in various domains.
Indicators have been developed for the following key business drivers:
(click on link to see topics)
-----------------------------------
http://www.peoplebusinessnetwork.com/about/default.asp
In June 2001, The People Business Network was formed to productize
what were previously unlinked custom solutions. Today, PBN operates in
the workforce management space, specializing in Web-based separation
processing tools: voluntary separation, involuntary separation,
individual attrition and migration to an Alumni Center.
http://www.peoplebusinessnetwork.com/solutions/products_kpi.asp
PBN developed a Web-based application that displays Key Performance
Indicators (KPI) for an organization. The application goes beyond
simply delivering the information; it surrounds the data with
supporting content that makes it easy to understand, meaningful and
related to personal actions.
----------------------------------
http://www.bristol.com/sma/sp_sma_kpi.htm
Monitoring Key Performance Indicators for sales management poses a
unique organizational challenge. The analytics used by the sales force
are account- or issue-specific, but management reporting must
aggregate multiple accounts and territories over varying time periods.
Bristol provides sophisticated high-level scorecards of account or
product performance, that also offer the ability to drill-down to the
store level.
Key Performance Indicator analytics are delivered through interactive
web pages, and fact-based sales analytics through dynamic PowerPoint
presentations. The result is that both sales and management have
access to the vital knowledge that drives sales and profits.
--------------------------
http://www.emdgroup.com.au/products/kpi.htm
Key Performance Indicators Manual
This popular Australian reference will assist you in identifying,
developing and measuring key performance indicators in your
organisation. The development and use of KPI’s should form the basis
for the analysis of your organisation’s current performance, its
future requirements and the improving strategies required for ongoing
success. This self-help manual assists you to do just that!
The manual is designed to be used as a practical guide to the process
of introducing KPI’s. The content of the manual has been divided into
three parts which are suitable for anyone in the organisation to
review and use.
--------------------------------
http://www.trmnet.com/about/index.htm
Total Resource Management, Inc.(TRM) delivers consulting and
information technology solutions that improve the management of
facilities and production assets.
http://www.trmnet.com/info_tech_tactics/business_perf_mgt.htm
Business Performance Measurement
Business Performance Measurement (BPM) is an essential tool to help
organizations execute their business strategies based on quantitative
information. By having accurate, reliable, and up-to-date information
available-and communicating it effectively to all stakeholders from
executive management to line personnel-everyone involved can
understand how they are performing relative to targets. This
metrics-based data is also vital for making strategic and tactical
decisions, increasing the efficiency of business processes, and
improving the utilization of assets.
Total Resource Management's BPM solutions help organizations define,
measure, and track key performance indicators (KPI's) in order to
better formulate and execute their business strategies. As part of our
comprehensive service, TRM builds a Value Scorecard™ by helping our
clients:
========================
CRITICAL SUCCESS FACTORS
========================
http://www.lemberg.com/criticalfactors.html
Strategic Critical Success Factors : Jump Start
Guaranteed: your business will succeed or fail depending on how you
approach your unique set of critical success factors. Understanding
these factors and paying 100% attention to them is a sure way to add
power to your efforts and jump start towards a new level of
performance. Here's how. (see list)
Step 1: Identify your critical success factors
Step 2: Establishing the measurements
Step 3: Setting the baseline
Step 4: Set new goals
Step 5: Closing the gap
Step 6: The Ben Franklin Rotation Program
--------------------------------------------
http://www.know-net.org/method.shtml
Know-Net supports firms to design, develop, implement and measure
their knowledge management competencies. To this end Know-Net has
developed a phased approach to fully implementing Knowledge Management
in an organisational setting.
http://www.know-net.org/method_measurement.shtml
Measurement
The Know-Net IC (Intellectual Capital) Model
Provides a framework for systematic measurement of business
performance measurements and knowledge assets/intellectual
capital/Intangible assets.
Incorporates the stocks from and the flows between Market Assets,
Human Assets, Structural Assets and Financial Assets.
Implementing the Know-Net IC Performance and Asset Measurement System
The process for developing the measurements is shown in the figure. We
start Top Down: identifying the organisation's vision, strategy,
critical success factors (CSFs), the business performance measurements
for those critical success factors and the key knowledge assets that
should be associated with the CSFs. The CSFs and their business
performance measurements can then be cross referenced to the Know-Net
IC model framework (ie. Asset categories of Human, Structural, Market
and Financial).
-------------------------------------
http://www.qpmg.com/estmeas.htm
Establishing a Measurement Program
There are a number of factors that distinguish successful measurement
programs from those that are not so successful. This article
highlights those critical success factors that organizations have
found to be instrumental in the development and implementation of an
effective measurement program. It also demonstrates some of the
lessons learned by organizations encountering obstacles in this
endeavor. Future articles will further articulate these factors.
------------------------------
http://informationr.net/ir/6-3/paper108.html
Determining organizational information needs: the Critical Success
Factors approach.
Reports on a series of investigations in the UK and Finland, in both
academic and business institutions. The Critical Success Factors
approach is defined and explored as a means of determining the
information needs of organizations, rather than of individuals.
Concludes that such use is appropriate and productive, enabling the
identification of types of information that may aid the organization
in its strategic policy making to achieve competitive advantage.
Critical Success Factors
The idea of identifying critical success factors as a basis for
determining the information needs of managers was proposed by Daniel
(1961) but popularized by Rockart (1979). The idea is very simple: in
any organization certain factors will be critical to the success of
that organization, in the sense that, if objectives associated with
the factors are not achieved, the organization will fail - perhaps
catastrophically so.
========================================
BENCHMARKING AND PERFORMANCE MEASUREMENT
========================================
http://www.gii.co.jp/english/an9802_benchmarks_indicators.html
Benchmarks and Key Performance Indicators: lessons from the European
telecoms market
"In the current uncertain environment, operators, investors and
suppliers are more interested than ever in understanding the factors
behind the performance of different market segments and the relative
strength of individual players. By considering how companies compare
in terms of scope, scale, focus and positioning, it is possible to
gain a better insight into how the market will develop in future."
***** This is a report that you can buy on benchmarking the telecom
industry. The table of contents here will give you a good overview of
what goes into using benchmarking with developing your key performance
indicators.
-------------------------------
http://www.globalscorecard.net/index.asp
The Global Scorecard - a Capability Assessment Tool has been designed
to give you a detailed understanding of your ECR capability and to
highlight specific improvement opportunities for your company.
http://www.globalscorecard.net/getting_started/introduction.asp
Efficient Consumer Response is a term used to describe a way of doing
business in the grocery industry that involves trading partners:
http://www.globalscorecard.net/getting_started/the_what.asp
The main purpose for implementing Efficient Consumer Response is to
provide better value for consumers and thereby improve business
performance. The effectiveness of the business performance can be
tracked using a set of Key Performance Indicators (KPIs).
Benchmarking your KPIs:
You have the ability to create benchmark reports where you can compare
your KPIs with those from other companies on the database.
***** You can review this site for an overview of how KPIs can be
implemented in a specific industry and how to benchmark against other
companies in the same industry.
-------------------------------
http://www.qualitysolutions.com/ipms.htm
The IPMS allows you to manage your business through the use of the
Business Excellence Assessment Process, integration of the Balanced
Scorecard into individual performance appraisals, and the use of
Benchmarking to establish stretch goals and incorporate best
practices.
The Balanced Scorecard consists of a set of Key Performance
Indicators, which represent predictors of Customer Satisfaction,
Operational Performance, Financial Results, and
Organizational/Leadership Effectiveness.
----------------------------
http://www.nelsonlambson.com/articles/benchmarking.htm
Benchmarking and performance measurement
As your business has changed, have your ways of tracking its
performance kept up?
Critical success factors
We talked through his business cycle from front to back – from the
decision to procure inventory to collecting the check on the sale of
that inventory. We helped Ed identify his “critical success factors”
(CSFs) – those items that are essential to the business operating
effectively, efficiently and profitably.
Key performance indicators
That second part of the process – monitoring – is every bit as
important as the first. Once CSFs are identified, there needs to be an
ongoing measurement, often called a “key performance indicator” (KPI).
==============================================
ENTERPRISE BUSINESS INFORMATION / INTELLIGENCE
==============================================
http://mediaproducts.gartner.com/reprints/cognos/116968.html
Gartner
Magic Quadrants for EBIS/Reporting and BI Platforms, 2H03
25 August 2003
Howard J. Dresner, Bill Hostmann, Frank Buytendijk, Alan H. Tiedrich
Document Type: Research Note
Note Number: M-20-4294
The business intelligence technology markets continue to evolve. In
these latest versions of the Magic Quadrants for enterprise BI suites
and BI platforms, there is modest growth and notable consolidations.
***** This Gartner report includes the Magic Quadrant charts for the
key players in the Enterprise Business Intelligence industry.
------------------------------
http://www.microstrategy.com/
Business Intelligence is the process of analyzing your organization's
accumulated raw data and extracting
useful insight from it
BI provides decision makers with the right information, at the right
time, in the right place, enabling them to make better business
decisions
----------------------------------
http://www.cfo.com/article/1,5309,9866||BS||101,00.html?f=insidecfo
Applying a Little Business Intelligence -- July 22, 2003
''All things to all companies'' isn't always the way to go. Here's how
Staples, Trimac, and Deltek applied business intelligence software
exactly where it was needed.
After spending years rolling out complex and costly enterprise
resource planning (ERP) systems, many companies today are sitting on
massive storehouses full of raw, largely transactional data. To
extract the most important information from those databases — and to
make the calculations that can provide the basis for managerial
decisions — is often the role of business intelligence (BI) software.
--------------------------------
http://www.cfo.com/charts/1,5520,BS|12|607|101,00.html
Guide to BI Providers
Companies that offer business intelligence software and solutions to
help guide your BI decisions.
Dave Cook, CFO.com -- 01 Jul, 2003
====================
ADDITIONAL RESOURCES
====================
http://users.pandora.be/stijn.vermeulen/bookmarks.html
Over 750 Useful Business Intelligence, Corporate Performance
Management, Analytic Applications & CRM links !
--------------------------------
http://www.dmreview.com/default.cfm?NavID=96
DM Review is recognized as the premier business intelligence,
analytics and data warehousing publication. For more than a decade, DM
Review has provided thought-provoking and informative editorial
covering strategic solutions for business intelligence, analytics,
data warehousing and CRM across all major industries.
----------------------------------
http://www.intelligententerprise.com/info_centers/bi/
Business Intelligence
----------------------------------
http://www.balancedscorecard.org/
The Balanced Scorecard Institute is an independent educational
institute that provides training and guidance to assist government
agencies and companies in applying balanced scorecard concepts to
strategic management.
----------------------------------
http://www.bscol.com/bscol/mission/
Balanced Scorecard Collaborative, Inc. (BSCol) is a new kind of
professional services firm that facilitates the worldwide awareness,
use, enhancement, and integrity of the Balanced Scorecard (BSC) as a
value-added management process.
BSCol offers a wide variety of services for organizations at any stage
of developing and using the Balanced Scorecard. Our advisory,
educational, online and training services can be extensively
customized to develop solutions for organizations small and large
throughout the world.
-----------------------------------
http://www.amazon.com/exec/obidos/tg/detail/-/0875846513/104-7664369-6516765?v=glance
The Balanced Scorecard: Translating Strategy into Action
by Robert S. Kaplan, David P. Norton
-----------------------------------
http://www.wiley.com/WileyCDA/WileyTitle/productCd-0471078727.html
Balanced Scorecard Step-by-Step: Maximizing Performance and
Maintaining Results
Paul R. Niven
In Balanced Scorecard Step-by-Step, Paul Niven shares his extensive
experience in developing Balanced Scorecards for Fortune 1000, public
sector, and not-for-profit organizations. The reader quickly learns
that a Balanced Scorecard implementation is more than a "metrics"
project, that it touches many critical organizational processes.
Through detailed step-by-step discussions, Niven provides insight on
and practical solutions for: developing performance objectives and
measures that faithfully translate strategy, generating executive
support, and assembling the right team.
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http://www.wiley.com/WileyCDA/WileyTitle/productCd-0787946028.html
The Art and Science of Competency Models: Pinpointing Critical Success
Factors in Organizations
Anntoinette D. Lucia, Richard Lepsinger
How Do You Ensure that Employees Are Doing the Right Things?
Many of us ask, "What does it take to do a job well?" and stop there.
But there's more to it than that.
What skills and knowledge are necessary for effectiveness in a certain
job? Does the employee have the appropriate skills and knowledge, or
is some kind of training necessary? Are these job expectations aligned
with the culture and strategy of the organization as a whole?
These questions are essential to performance improvement efforts. And
competency modeling is designed to help you find answers to questions
such as these.
A competency model is . . . a descriptive tool that identifies the
skills, knowledge, personal characteristics, and behaviors needed to
effectively perform a role in the organization and help the business
meet its strategic objectives.
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" what gets measured gets done"
"inspect what you expect"
“key performance indicators”
Business Intelligence in the in the Global Corporation
"key performance indicators" benchmark
business performance kpi
balanced scorecard
critical success factors
critical success factors measurement |
