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Informationen zum Autor 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. Klappentext From one of the gurus of performance management, a compelling overview of the current trends in performance managementEnterprise Performance Management: Integrating Strategy Execution, Methodologies, Risk, and Analytics clarifies the confusion that performance management is not a narrow personnel or CFO initiative but rather involves strategy execution with the integration of multiple management methodologies, especially predictive analytics. Written by an internationally recognized expert, speaker, and author on advanced cost management and performance improvement systems, this essential book features coverage of strategy maps and balanced scorecards; customer profitability management; driver-based budgeting; risk management; leverage of business intelligence data; and the behavioral change management and executive leadership needed for successful implementation.Gary Cokins (Cary, NC) is Global Product Marketing Manager for Performance Management at SAS, the leader in business intelligence and analytics. Zusammenfassung Performance management is the process of assessing progress toward achieving predetermined goals. It helps companies achieve their strategic goals. Methodologies used to create a performance management strategy include activity-based management, balanced scorecard, and six sigma. Inhaltsverzeichnis About the Author. Preface. PART ONE: INTRODUCTION. 1 Rules for Ensuring Poor Performance. 2 Performance Management: Myth or Reality? 3 What Will Be the Next New Management Breakthrough? 4 The Future: Enterprise Risk-Based Performance Management. PART TWO: PERFORMANCE MANAGEMENT OVERVIEW. 5 Why the High Interest in Performance Management Now? 6 Human Capital and Workforce Management: Art or Science? 7 Tipping Point for Performance Management. 8 An Interview with a CEO You Might Want to Work For. 9 Does ''A Word to the Wise'' Mean Ignore the Dummies? PART THREE: PERFORMANCE MANAGEMENT SUPPORTS BUSINESS INTELLIGENCE AND DECISION MAKING. 10 How Do Business Intelligence and Performance Management Fit Together? 11 CEO's Targeted Financial Return: A Goal or a Wish? PART FOUR: IMPLEMENTING PERFORMANCE MANAGEMENT. 12 First Barrier to Performance Management: How Do We Get Started? 13 Where Do You Begin Implementing Performance Management? 14 The Many Rooms of the Organization Mansion. 15 Accountability and Incentives for Rewards: How Disconnected Are They? 16 Why Do You Have to Be a Sociologist to Implement Performance Management? PART FIVE: STRATEGY MAPS, THE BALANCED SCORECARD, AND DASHBOARDS. 17 The Promise and Perils of the Balanced Scorecard. 18 How Are Balanced Scorecards and Dashboards Different? 19 When Performance Management Becomes Surgery. PART SIX: FINANCIAL PERFORMANCE MANAGEMENT. 20 Do Accountants Lead or Mislead? 21 Confusion with Managerial Accounting. 22 What Is Broken about Budgeting? 23 Put Your Money Where Your Strategy Is. PART SEVEN: CUSTOMER VALUE MANAGEMENT. 24 From Working for the Boss to Working for the Customer. 25 How Profitable to Us Is Each Customer Today-and Tomorrow? 26 Optimizing Customer Lifetime Economic Value. PART EIGHT:...
