To help organisations align execution with strategy, ISSEL has gathered together industry articles, white papers, analyst reports, case studies and content originally created by a number of sources to support your thinking about how you can achieve operational performance management success.
Although performance management solutions should not be viewed as one-size-fits-all, there are a number of core features that should be considered to establish a solid foundation for effective performance management. Use the checklist when evaluating solutions to build the right foundation for your organisation.
Glossary of terms by Pilot Software
This glossary of terms helps clarify performance management related terms, definitions and concepts.
How to jump start your Performance Management Project by Pilot Software
By aligning everyone in the organisation toward common goals, performance management holds tremendous potential to improve organisational performance. Too often, however, that potential is never reached, as data-driven or top-down projects die on the vine, never reaching production or demonstrated value. Organisations can avoid this fate by following a four-step process to jump-start their deployments and leverage initial success. If enough organisations follow this approach, perhaps performance management will reach its full potential.
Demystifying Performance Management by Pilot Software
Unlike some of its predecessors in the business and technology world — whose data excess often created more fog than clarity — performance management, approached correctly, actually distills information down to the essential, sharpening an organisation’s focus on the critical path to achieving its goals, both short- and long-term.
Mitigating metrics madness: Distinguishing between metrics and KPIs by Pilot Software
Establishing the right KPIs is as essential a component of successful strategy execution as defining the right strategy for your organisation. Trying to execute without KPIs — or perhaps worse, the wrong ones — is akin to taking a road trip without using a map: if you’re lucky enough to ultimately make it to your intended destination, it is likely to have cost you excessive cycles, wrong turns and detours — not to mention frustration — to get there.
Moving from a metrics-based system to actionable performance management by Pilot Software
By following a few simple steps, you can harness existing metrics-based dashboards for effective use in a performance management program. In order to lay a strong foundation for your performance management project, try to start with your goals rather than metrics, to focus attention on desired outcomes rather than just activities.
The 7 Key Benefits of using a Balanced Scorecard by Bernard Marr
The leading strategic advisor to companies and governments sums up the core benefits of implementing a Balanced Scorecard.
The key mistakes to avoid so as to benefit the most from effective performance management.
The Management Imperative at Midsize Companies: How to Use Strategy and Performance Management as Competitive Weapons by Mark Friedman, President of Real Time Strategy
This white paper explores how the strategy process is different for firms of varying sizes and discusses how midsize companies can leverage this difference to their advantage.
Performance Management: The Business Imperative for This Decade An Open and Modular Approach by Mark Smith of Ventana Research
This white paper explores how an open and modular performance management solution can help organisations remain competitive and increase profitability. The paper also discusses why the most successful performance management initiatives follow an iterative approach.
Dashboards or Scorecards — What’s the difference? by Mark Smith for Ventana Research
This analyst report discusses the difference between dashboards and scorecards and highlights how organisations can leverage this understanding to make better decisions about the tools they use for performance management.
The alignment focused organization by Pilot Software
Most companies have a well-defined strategy, but fail on execution. While there are various reasons for this, most often execution fails because day-to-day operations are not aligned with organisational strategy. In an attempt to bridge the gulf between strategy and execution, organisations often employ financial numbers; however, because of their backward-looking nature, financial numbers and other lagging indicators lack sufficient predictive power to provide early warning of trouble areas and enable more proactive decision making.
A brief overview of a six stage model for building an operational strategy management system as described by Drs. Kaplan and Norton in their book ‘The Execution Premium’. You will learn how the strategy management system extends into operational management and decision making by leveraging three key components: people, processes and technology.
You Say Metric, I say Distraction by Jeanette Burriesci for Intelligent Enterprise
Trend story on the proper use of performance management, which can sometimes yield unexpected results.
The Soft Side of Performance: Why culture is crucial to maximizing return on performance management software by Raj Aggarwal for Intelligent Enterprise
Article examines the relationship between company culture and the ROI of performance management software. Early adopters of performance management are finding that, without addressing the so-called “soft” issues related to corporate culture, companies are unlikely to maximise the return on their performance management investments. The essential planning steps involved in implementing performance management must focus on identifying key performance metrics and IT requirements.
Dashboard Confusion by Stephen Few, Edited by Margy Ross for Intelligent Enterprise
In an attempt to alleviate confusion about related performance management technologies, including dashboards, the author develops a standard definition for the term dashboard: “A dashboard is a visual display of the most important information needed to achieve one or more objectives; consolidated and arranged on a single screen so the information can be monitored at a glance.”
A discussion of the importance of visibility and alignment throughout the organisation and how to run business with clarity and transparency.
Driving customer value and operational efficiency to maintain a leading market position and increase profit.
Portugal’s national leader in civil construction and public works manages their diversification and global growth strategy with balanced scorecards and consolidated information from across the enterprise.
Israel’s leading wholesaler of consumer goods implemented SAP Strategy Management as a key support to their ongoing success.
How Venezuelan bank Banesco Banco Universal aligned their objectives amdn monitored how their strategy was being executed.
Practicing what you preach! SAP Brasil implemented SAP Strategy Management as a key component of their organisational alignment.
To provide airspace safety, efficiency and capacity to users of aviation through state-of-the-art tracking and guidance.
Case study: Retail – Understanding retail performance – every day by Pilot Software
Top Dutch department store De Bijenkorf worked with Pilot Software to help align retail strategy with execution. Managers across the business make more informed decisions through easy access to near real-time data on key retail performance indicators.
Case study: Manufacturing – Raising a glass to Pilot Software by Pilot Software
Forward thinking New Belgium Brewery looked to PilotWorks to ensure that the alignment with company goals was not lost as they expanded with success.
Case study: Pilot Fashions and Operational Alignment: Bridging the Gap between Strategy and Execution by Jonathan D. Becher, Former CEO, Pilot Software (now Chief Digital Officer, SAP)
The gap between strategy and execution can be bridged with operational alignment. Operational alignment increases the effectiveness of an organisation by ensuring that all stakeholders are working towards common objectives and by increasing transparency so that all stakeholders know how their efforts affect everyone in the organisation. An alignment-centric organisation motivates their employees with common strategic objectives, manages operational programmes that support these objectives, monitors progress towards incremental milestones and key performance indicators and measures operational performance to identify both problems and areas for growth.
Striving to remain competitive in an increasingly challenging economy, you’ve made your service organisation as efficient as it can be. So how do you continue to advance your service business and transform it into a profit centre contributing to corporate objectives? This paper outlines how to use operational performance management to align a sound contracts renewal strategy with effective execution to deliver tangible improvements to the service organisation’s overall effectiveness — and help transform it into a profit center.
White paper: Performance Management for Contact Centres by Pilot Software
While most call centres have gone beyond managing by intuition to managing by the numbers, few have updated their metrics to reflect their emerging role as a unified contact centre. As a result, organisations may be faced with an unintentional disconnect as employee incentives and activities are not aligned with contact centre goals. Performance management removes this disconnect by tying together objectives, initiatives and metrics, increasing alignment and performance of the contact centre.
Delivering improved performance that can be seen by the citizen is the true test. Stirling Council’s Waste Management department need to build on the progress they had made and ISSEL’s implementation of SAP Strategy Management helps them to face ever more onerous demands. This case study describes the process for the outset.
To streamline planning and align daily tasks with overarching goals the second largest city in Nevada turned to SAP Strategy Management. The software helps the city spend more time improving operational performance and determining the best way to allocate resources while devoting less time to planning and reviews.
How the City of Boston approaches performance management and communicates with their citizens through the Boston about Results portal
Case study: Collaborating to Meet Constituents Needs by Pilot Software
Local government helps itself, and others, leverage technology for improved performance. To provide and enhance quality programs, services, and facilities that reflect the goals of the community while always promoting health, safety, public welfare and quality of life for citizens.
Strategy and Performance Management in the Government by James B. Whittaker Retired Rear Admiral, U.S. Navy, and author of “President’s Management Agenda: A Balanced Scorecard Approach”
This white paper discusses the drivers of performance management in the government sector and how agencies can become more effective, results-oriented and externally focused using the latest performance management methodologies and technologies.
Case study: Federal agency by Pilot Software
How one US Federal agency implemented Pilot Software performance management tools and earned recognition as “the model performance-based organization”.
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