Enterprise Performance Management: The Australian State of the Art

Size: px
Start display at page:

Download "Enterprise Performance Management: The Australian State of the Art"

Transcription

1 Enterprise Performance Management: The Australian State of the Art Associate Professor Suresh Cuganesan Macquarie Graduate School of Management, Macquarie University Professor Andy Neely and Dr Bassil Yaghi Cranfield School of Management Centre for Business Performance Nigel Youell Oracle

2 2 Enterprise Performance Management: The Australian State of the Art About the Authors Associate Professor Suresh Cuganesan teaches at the Macquarie Graduate School of Management where he is also the Associate Dean (Research). Prof. Cuganesan has worked in the areas of management consulting and finance, currently occupies a position on CPA Australia s Business Management Centre of Excellence, and is a member of the Asian Board of the American Academy of Financial Management. He has published 3 books and more than articles, conference papers, and book chapters. Professor Andy Neely is Director of Research at Cranfield School of Management, Deputy Director of AIM Research, the U.K. s research initiative on management, and Chair of the Performance Measurement Association. He has authored more than 1 books and articles on performance measurement and management and is widely recognised as one of the world s leading authorities on the subject. Dr. Bassil Yaghi is a lecturer at Cranfield School of Management. Bassil Yaghi is researching, teaching, and consulting in strategic management with an emphasis on strategy development and balanced scorecards. His research and academic and executive teaching is grounded in his extensive practical experience in the industry as practitioner and consultant. Nigel Youell is Director, Global Integrated Marketing for Performance Management at Oracle Corporation. He has over years of experience in IT covering a wide range of senior management roles. Organisations that Nigel has worked for include Hyperion Corp, Comshare Corp, The Strathclyde Institute, Morgan Crucible plc and Marconi plc. Nigel has spoken internationally and authored a number of articles on Performance Management.

3 Enterprise Performance Management: The Australian State of the Art 3 Executive Summary The field of enterprise performance management continues to grow exponentially. New key performance indicators (KPIs) routinely emerge and are said to provide new performance insights and a panacea to the problems of aligning behaviours with key business drivers. Somewhat paradoxically, global research indicates a level of inertia in enterprise performance management systems. While the problems of financial measures are well known, evidence indicates their dominance in organisational decision-making. Concurrently, more nonfinancial KPIs are being used, but their proliferation is also their weakness, with executives left wondering which ones to focus on and how they influence financial performance. As a result, many organisations extract an insufficient return on measurement from their enterprise performance management systems. In Australia, there has been a dearth of evidence on practices in the field of enterprise performance management. This report presents evidence on the state of the art in Australian enterprise performance management. It is one part of a broader global study across five countries: the United Kingdom, United States of America, Australia, Japan, and China. The Australian study was led in Australia by Macquarie Graduate School of Management and was conducted in conjunction with Oracle and Cranfield School of Management. Main Conclusions Overall, enterprise performance management systems in Australia reflect the popularity of balanced scorecard approaches. This performance measurement framework and its prescribed performance perspectives featured prominently across the organisations surveyed. There is still a lack of balance in Australian enterprise performance management systems. Financial KPIs dominate these systems, and the benefits are predominantly operational and tactical rather than strategic. Overall, opportunities exist to enhance the insights generated from enterprise performance management. Barriers to effective enterprise performance management practice include: Tactical use of enterprise performance management systems Insufficient enterprise performance management buy-in and advocacy Internally focused enterprise performance management and over-optimism in business performance Quality of measures and quality of data Enterprise performance management technology and support A lack of causal analysis

4 4 Enterprise Performance Management: The Australian State of the Art Fig.1: Frameworks for EPM Systems % reporting use Balanced scorecard Six sigma EFQM Other 6. claim have a balanced scorecard in place. Fig.2: Range of Measurement Perspectives Detailed Findings Reflecting the popularity of the balanced scorecard as a framework for guiding the design of enterprise performance management systems, 6. percent of respondents claim to have one in place [see Figure 1]. Interestingly, no other framework for enterprise performance management design is prominent in Australia, with 39.3 percent of respondents preferring to use their own basis for designing their enterprise performance management system. Reflecting the popularity of the balanced scorecard further, financial, employee, customer and internal processes (perspectives that align with the prescribed scorecard perspectives) feature as the most utilised in enterprise performance management systems amongst respondents [see Figure 2]. Irrespective of framework utilised, the majority of respondents (7 percent) have attempted to ensure that the KPIs selected reflect their business strategy [see Figure 3]. This finding ostensibly indicates that firms have made significant steps towards both improving their use of enterprise performance management and reconfiguring their KPIs into strategic performance measurement systems. Supporting this, 8. percent of respondents d or strongly d that their enterprise performance management system contributed to improvements in company performance [see Figure 4]. However, other findings of the study suggest a note of caution and opportunities for improvement when assessing enterprise performance management practice in Australia. First, despite claims of a balance in KPIs, 3.7 percent of respondents have enterprise performance management systems where financial measures comprise more than half of the total KPIs [see Figure ]. Indeed, over a fifth of firms surveyed have systems where financial measures represent more than 7 percent of all KPIs. This is despite widespread acknowledgment of the shortcomings of financial measures, which include: They are lagging indicators of performance, encouraging too much emphasis on the short-term Fig.3: Alignment with Strategy Fig.4: EPM and Company Performance or strongly that their measures reflect their strategy. 8. or strongly that their EPM system contributes to improvements in company performance.

5 Enterprise Performance Management: The Australian State of the Art They provide insufficient detail to enable diagnosis of business problems. They do not ably communicate or drive desired behaviours throughout the organisation This finding also casts the results presented in Figures 2 and 3 in a new light, indicating that while various perspectives are measured, the financial perspective clearly dominates, and that although selected KPIs may reflect business strategy, they may not do so sufficiently. Second, the types of benefits gained from enterprise performance management system are predominantly operational [see Figure 6]. Enhancements to operational decision-making were reported by the most respondents (81.9 percent) followed closely by improvements in the KPIs themselves (77. percent). Better strategic decision-making was a distant third, with only 9.1 percent claiming this as a benefit from enterprise performance management. Overall, there appears to be room for improvement in terms of Australian enterprise performance management practice percent of respondents did not that their enterprise performance management system had delivered insights, while only 16.9 percent were in strong ment [see Figure 7]. The remainder of this report considers the barriers to effective enterprise performance management practice and identifies how organisations can overcome this. Fig.: Prominence of Financial Measures None 1-24% - 49% - 74% 7-99% All 3.7 report that more than half of their KPIs are financial measures. Fig.6: The Benefits of EPM Strategic decisions Operational decisions Positive impact on KPIs 1 The main benefits of EPM systems are operational: 81.9% claim better operational decision-making, 77.% cite KPI improvement. Fig.7: Insight Generation from EPM % do not that their EPM systems have delivered insights.

6 6 Enterprise Performance Management: The Australian State of the Art Fig.8: Purpose of EPM System 7 6 Assessing Performance Aligning Employees Behaviours Operational Efficiency Compensation/Rewarding Primary reason for measurement Strategic Decision Making Financial Control Strategic Planning External Reporting Validating Strategy The clear top tier of EPM roles indicates it is primarily operational and tactical in nature. Fig.9: Managerial focus when using KPI Information Assessing Outputs Controlling Inputs Controlling Behaviours Relatively, more focus is placed by management on controlling inputs. Fig.1: Buy-in and EPM Advocacy Barriers to Effective Enterprise Performance Management Practice Tactical use of enterprise performance management systems Assessing firms use of enterprise performance management systems indicates a primarily operational or tactical purpose [see Figure 8]. A clear top tier of enterprise performance management uses is evident from the study s findings, comprising performance assessment (64.4 percent of respondents), aligning employee behaviours (9.8 percent of respondents), and operational efficiency (6.3 percent of respondents). A higher-level focus on extracting strategic lessons from the overall enterprise performance management system is less apparent, with strategic decision-making ranking fifth, strategic planning ranking seventh and validating strategy ranking last of the purposes surveyed. Reflecting further the use of enterprise performance management for operational and tactical reasons, management s focus on using KPI information emphasised the control of inputs over other dimensions of performance [see Figure 9]. Thus performance appears to be assessed from a managerial mindset focused on the level of organisational inputs (people, premises/infrastructure, economic, etc.) and how these are deployed across the business. Insufficient enterprise performance management buy-in and advocacy Effective use of enterprise performance management systems requires buy-in and advocacy at all levels of the organisation. Arguably, operational and tactical use of enterprise performance management places extra demands on and a need for engagement with the organisational front line. However, enterprise performance management buy-in and advocacy clearly diminishes amongst the firms studied as one proceeds down the organisational hierarchy [see Figure 1]. While top management commitment is clearly important and is evidenced across survey respondents (82.1 percent report the CEO as a enterprise performance management advocate, while 7.2 Fig.11: Internal versus external focus of EPM No benchmarking Internal benchmarking External benchmarking Internal & external benchmarking More than half of respondents do not conduct any external benchmarking and 17.9% do not conduct any benchmarking at all.

7 Enterprise Performance Management: The Australian State of the Art 7 Fig.12: Performance relative to peers 4 4 percent report their top executive team in a similar role), less than one-fifth of surveyed firms claim middle management to be enterprise performance management advocates, and only 6 percent report full buy-in from front-line employees. Internally focused enterprise performance management and over-optimism in business performance While business literature abounds with claims about the increasingly demanding business environment, downward pressures on prices, and the emergence of low-cost and globalised competition, enterprise performance management systems appear not to have kept pace with pressures to be externally focused and facilitate performance evaluation relative to competitors percent of respondents do not conduct any benchmarking of performance at all, while more than half fail to conduct any external benchmarking [see Figure 11]. The insular focus of enterprise performance management manifests itself in dangerous over-optimism [see Figure 12], with 62. percent of respondents considering their business performance to be better than competitors, and only 6.3 percent assessing their performance as relatively worse than competitors. Quality measures and quality data Overall, the majority of respondents were happy with the alignment of their enterprise performance management system to business value drivers [see Figure 13] and the soundness of the underlying data [see Figure 14]. However, a significant proportion (approximately 2 percent in both cases) either d with or were neutral on the quality of measures and the quality of data. In relation to whether their enterprise performance management system contained the right number of measures, 4.8 percent of respondents either d or strongly d, while another 27.4 percent were neutral [see Figure ]. Reducing the noise and potential for information overload from enterprise performance management systems represents another opportunity for improvement The majority of respondents or strongly their performance is better than competitors and peers. Fig.13: Are the right things being measured? Only one-fifth of respondents have concerns with or are neutral on the extent to which their EPM system aligns to business value drivers. Fig.14: EPM supported by good data quality The majority of respondents or strongly their EPM systems are supported by good quality data. Fig.: Are the right things being measured? More than half of respondents are concerned with or are neutral on whether they have the right number of measures.

8 8 Enterprise Performance Management: The Australian State of the Art Fig.16: Software tools used for EPM None Spreadsheet ERP software Customised software EPM software Enterprise Performance Management technology and support Despite systems integration being at the forefront of numerous organisational technology initiatives, it is surprising that the most-popular enterprise performance management software tool remains the spreadsheet, with 69 percent of respondents using this, compared to 48.3 percent using an enterprise resource planning (ERP) system [see Figure 16]. Related to this approach is the fact that the majority of organisations have taken an in-house approach to developing their enterprise performance management systems [see Figure 17]. 38.6% have concerns about the quality of their data. Fig.17: Expert support in EPM development 8 Although the costs of a consultant led enterprise performance management system implementation can appear prohibitive, the dangers of a spreadsheeting approach to enterprise performance management are numerous (and potentially significantly more expensive): obsolete or incorrect data In-house Consultant-led Collaborative EPM systems are typically developed in-house, with 77.4% utilising this approach. cost and duplication of effort. numerous rather than consolidated data holdings throughout the organisation. potentially inconsistent data. Larger organisations certainly need to revisit the business case for better enterprise performance management technology, considering the significant savings in terms of less manual activities, the reduced costs of data redundancy and inconsistency, and the benefits of faster and easier access to enterprise performance management information that can be offset against any capital expenditure for technology upgrades and consultancy. Fig.18: Lack of causal models Indicators not structured Indicators structured Indicators linked to strategic objectives Indicators linked in cause effect diagrams Only 13.8% have indicators linked in cause-and-effect models.

9 Enterprise Performance Management: The Australian State of the Art 9 A lack of causal analysis Related to the lack of strategic use of enterprise performance management, the majority of organisations surveyed underperformed in terms of the analysis of business value drivers and factors that cause financial performance. Only 13.8 percent of respondents framed their KPIs in terms of cause and effect models [see Figure 18] and less than 1 percent attempted to visualise these linkages as part of the design and operation of their enterprise performance management system [see Figure 19]. Indeed, almost half of the firms surveyed did not attempt any visualisation of causal links, be they between performance perspectives, strategic objectives, or specific KPIs. Furthermore, although testing for causality utilising an enterprise performance management system can offer strategic insights on whether an existing strategy is performing effectively and where to prioritise improvement efforts, less than half the firms surveyed did this [see Figure 2]. Overall, the deficiencies in designing causality into enterprise performance management systems by visualising linkages and testing either implied or explicitly envisaged causal relationships manifests in terms of either incomplete (23.8 percent of respondents) or partial understandings (6 percent of respondents) of what drives business performance [see Figure 21]. The consequences of this are significant: A lack of focus on resource allocation and managerial attention Effort wasted on performance dimensions that do not offer the greatest returns Too much time spent trying to execute a poor strategy These factors not only diminish business clarity but create a significant risk of competitive underperformance. Fig.19: Visualising links Fig.2: Testing Cause-and-Effect Relationships None 46.4% do not visualise causal linkages in their EPM systems, while less than 1% do so at a KPI level. Between perspectives Between strategic objectives Less than half actually test for causal relationships in their EPM system. Between performance measures Fig.21: Understanding Cause-and-Effect Links Complete Incomplete Partial Almost 8 have an incomplete or only partial understanding of causal relationships.

10 1 Enterprise Performance Management: The Australian State of the Art What to Do? What should organisations do in response to the six challenges outlined in this report? Bring performance measurement into strategy discussions While 7 percent of respondents have KPIs that reflect business strategy, the feedback loop in which firms identify whether and how strategy could be refined or altered is largely absent. Instead, enterprise performance management systems tend to be used for execution only, leading to a return on performance measurement that is largely operational and rarely strategic [see Figure 6]. To capture the strategy benefit, firms need to ensure that business planning forums and strategy days begin and end with a discussion on what performance measures are indicators of the efficiency and effectiveness of their current business model. Think and test cause and effect Often organisations complain that too many aspects of the business are measured, with the result being information overload and a loss of focus. One means of moving beyond this, to an understanding of critical business drivers, is to select KPIs that are not just considered important factors in the business, but are also related to each other in terms of cause and effect. Unfortunately, the majority of firms do not do this. Only 13.8 percent of respondents framed their KPIs in terms of cause-andeffect models [see Figure 18], and less than 1 percent attempted to visualise these linkages as part of the design and operation of their enterprise performance management system [see Figure 19]. The overall result is either incomplete (23.8 percent of respondents) or partial understandings (6 percent of respondents) of what drives business performance [see Figure 21]. Designing and testing expected relationships of causality into and through enterprise performance management systems will not only enhance strategic focus and learning but allow a rationalisation of KPIs as firms learn which are lag and lead indicators and how to prioritise KPI measurement. Drive organisational engagement Organisations are often surprised that implemented enterprise performance management systems do not deliver expected benefits, or worse, result in lower levels of performance than existed previously. While a well-designed system is important for a firm, it is how its people use and react to measurement that determines performance effects. Careful thinking and stresstesting of enterprise performance management systems in terms of the behaviours that are incentivised is required. Enterprise performance management systems also need to be supported by a communication strategy that both educates employees on the rationale behind measurement and mitigates organisational resistance. In this way, shared ownership of the enterprise performance management system throughout the organisation may be achieved.

11 Enterprise Performance Management: The Australian State of the Art 11 Benchmark against peers Firms should seek to benchmark their performance against peers to the extent that data is available. While financial KPI benchmarks in an industry may be more readily available, organisations should seek to orient their business intelligence systems to the collection of external nonfinancial performance information. This not only contextualises performance evaluation in terms of the achievements of others in a similar competitive environment, but would also enhance the testing of causality and strategic learning from enterprise performance management systems. Fig.22: Respondents by revenue % 32% 28% % Create integrated enterprise performance management through technology While the popularity of spreadsheets [see Figure 16] ensures that organisations avoid the systems cost of integrated and automated enterprise performance management systems, costs are incurred in other ways. These costs are incurred through multiple and potential inconsistent data holdings that cannot be integrated, data errors, and the need for a high degree of manual effort if causality and strategy are to be designed into enterprise performance management systems. Firms should seek to evaluate these hidden costs when deciding on an appropriate level of systems integration and automation. Importantly, automation releases management attention away from the tasks of data collection, data integration, and data quality control, and focuses it on analysis and better decision-making. This is where enterprise performance management software can be most effective. 1M - M M - M M - 1B 1B - B Fig.23: Respondents by sector Agriculture Health Utilities Telecoms Services Transportation Pharmaceuticals Construction Financial services Wholesale/retail Other About the Research For the survey, we targeted the top 1, companies in Australia. We received 87 usable responses, yielding a response rate of approximately 9 percent. Approximately 8 percent of respondents reported their annual turnover to be AUD$ million and over [see Figure 22]. The overall sample comprised all sectors of the Australian economy, with manufacturing firms representing the most-significant group in the overall sample (approximately 18 percent) [see Figure 23]. All participants were assured that all responses would be kept confidential. The survey stated that only aggregates would be used for the research and that no individual company would be linked to specific responses. Manufacturing 1 1 2

12 Centre for Business Performance, Cranfield School of Management, Cranfield University, Cranfield, Bedford, MK43 AL UK T: +44 () F: +44 () To contact Andy Neely, To contact Bassil Yaghi, Oracle Corporation UK Ltd., Oracle Parkway, Thames Valley Park (TVP), Reading, Berkshire, RG6 1RA. UK T: F: To contact Nigel Youell, MGSM, Macquarie University, NSW 219. Australia T: F: To contact Suresh Cuganesan,

Enterprise Performance Management: The U.S.A. State of the Art

Enterprise Performance Management: The U.S.A. State of the Art Enterprise Performance Management: The U.S.A. State of the Art Dr Bassil Yaghi and Professor Andy Neely Cranfield School of Management Centre for Business Performance Professor J. Richard Dietrich Fisher

More information

Enterprise Performance Management: The Chinese State of the Art

Enterprise Performance Management: The Chinese State of the Art Enterprise Performance Management: The Chinese State of the Art Dr Bassil Yaghi and Professor Andy Neely Cranfield School of Management Centre for Business Performance Zhijun Wang Guanghua School of Management,

More information

Enterprise Performance Management: The Japanese State of the Art

Enterprise Performance Management: The Japanese State of the Art Enterprise Performance Management: The Japanese State of the Art Professor Takashi Shimizu Graduate School of Accountancy, Waseda University, Japan Professor Andy Neely and Dr Bassil Yaghi Cranfield School

More information

Enterprise Performance Management: The U.K. State of the Art

Enterprise Performance Management: The U.K. State of the Art Enterprise Performance Management: The U.K. State of the Art Professor Andy Neely and Dr Bassil Yaghi Cranfield School of Management Centre for Business Performance Nigel Youell Oracle 2 Enterprise Performance

More information

Enterprise Performance Management

Enterprise Performance Management RG Perspective Enterprise Performance Management An Executive-Level Implementation Guide 11 Canal Center Plaza Alexandria, VA 22314 HQ 703-548-7006 Fax 703-684-5189 www.robbinsgioia.com 2013 Robbins Gioia,

More information

Best Practices for Planning and Budgeting. A white paper prepared by PROPHIX Software October 2006

Best Practices for Planning and Budgeting. A white paper prepared by PROPHIX Software October 2006 A white paper prepared by PROPHIX Software October 2006 Executive Summary The continual changes in the business climate constantly challenge companies to find more effective business practices. However,

More information

Business Intelligence and Analytics: Leveraging Information for Value Creation and Competitive Advantage

Business Intelligence and Analytics: Leveraging Information for Value Creation and Competitive Advantage PRACTICES REPORT BEST PRACTICES SURVEY: AGGREGATE FINDINGS REPORT Business Intelligence and Analytics: Leveraging Information for Value Creation and Competitive Advantage April 2007 Table of Contents Program

More information

Best practices for planning and budgeting. A white paper prepared by Prophix

Best practices for planning and budgeting. A white paper prepared by Prophix A white paper prepared by Prophix Executive summary The continual changes in the business climate constantly challenge companies to find more effective business practices. However, common budgeting limitations

More information

Brand metrics: Gauging and linking brands with business performance

Brand metrics: Gauging and linking brands with business performance Brand metrics: Gauging and linking brands with business performance Received (in revised form): rd February, 00 TIM MUNOZ is a managing partner of Prophet (www.prophet.com), a management consulting firm

More information

FINANCIAL MANAGEMENT MATURITY MODEL

FINANCIAL MANAGEMENT MATURITY MODEL Definition: Financial management is the system by which the resources of an organisation s business are planned, directed, monitored and controlled to enable the organisation s goals to be achieved. Guidance

More information

The State of SEO. within Retail Ecommerce Research Report. August 2014. www.onehydra.com

The State of SEO. within Retail Ecommerce Research Report. August 2014. www.onehydra.com The State of SEO within Retail Ecommerce Research Report August 2014 www.onehydra.com Something s not quite right in SEO I don t think there s an ecommerce business in the world today that doesn t want,

More information

Document management concerns the whole board. Implementing document management - recommended practices and lessons learned

Document management concerns the whole board. Implementing document management - recommended practices and lessons learned Document management concerns the whole board Implementing document management - recommended practices and lessons learned Contents Introduction 03 Introducing a document management solution 04 where one

More information

Performance Management in Medical Affairs Kinapse Consulting, 2011

Performance Management in Medical Affairs Kinapse Consulting, 2011 Kinapse Consulting, 2011 Advise Build Operate www.kinapse.com As Medical Affairs evolves and takes a more prominent role in the development and commercialisation of medicines, it needs a more robust approach

More information

The PMO as a Project Management Integrator, Innovator and Interventionist

The PMO as a Project Management Integrator, Innovator and Interventionist Article by Peter Mihailidis, Rad Miletich and Adel Khreich: Peter Mihailidis is an Associate Director with bluevisions, a project and program management consultancy based in Milsons Point in Sydney. Peter

More information

Driving Supplier Performance Improvement:

Driving Supplier Performance Improvement: Driving Supplier Performance Improvement: Using established HR techniques and on-line tools to enhance supplier performance management. Although supplier performance management can be complex and time

More information

Business Intelligence and Enterprise Performance Management: Trends for Midsize Companies. An Oracle White Paper Updated July 2008

Business Intelligence and Enterprise Performance Management: Trends for Midsize Companies. An Oracle White Paper Updated July 2008 Business Intelligence and Enterprise Performance Management: Trends for Midsize Companies An Oracle White Paper Updated July 2008 Business Intelligence and Enterprise Performance Management: Trends for

More information

ITPMG. February 2007. IT Performance Management: The Framework Initiating an IT Performance Management Program

ITPMG. February 2007. IT Performance Management: The Framework Initiating an IT Performance Management Program IT Performance Management: The Framework Initiating an IT Performance Management Program February 2007 IT Performance Management Group Bethel, Connecticut Executive Summary This Insights Note will provide

More information

Monitor. Manage. Per form.

Monitor. Manage. Per form. IBM Software Business Analytics Cognos Business Intelligence Monitor. Manage. Per form. Scorecarding with IBM Cognos Business Intelligence 2 Monitor. Manage. Perform. Contents 2 Overview 3 Three common

More information

An Oracle White Paper May 2013. Enterprise Performance Management: Unlocking Business Potential

An Oracle White Paper May 2013. Enterprise Performance Management: Unlocking Business Potential An Oracle White Paper May 2013 Enterprise Performance Management: Unlocking Business Potential Executive Overview... 2 Introduction... 2 Today s Business Challenges... 3 Strategies for Unlocking Business

More information

The Power Of Real-Time Insight How Better Visibility, Data Analytics, And Reporting Can Optimize Your T&E Spend

The Power Of Real-Time Insight How Better Visibility, Data Analytics, And Reporting Can Optimize Your T&E Spend A Forrester Consulting Thought Leadership Paper Commissioned By Concur May 2014 The Power Of Real-Time Insight How Better Visibility, Data Analytics, And Reporting Can Optimize Your T&E Spend Table Of

More information

KPIs Linking operations to strategy: Extract. KPIs LINKING OPERATIONS TO STRATEGY EXTRACT. CPA Australia Ltd 2014 1

KPIs Linking operations to strategy: Extract. KPIs LINKING OPERATIONS TO STRATEGY EXTRACT. CPA Australia Ltd 2014 1 KPIs LINKING OPERATIONS TO STRATEGY EXTRACT CPA Australia Ltd 2014 1 CONTENTS Course overview 1 Learning objectives 1 Course content 1 Assumed knowledge 1 Knowledge assessment 1 Symbols 2 Case study: Vineyard2U

More information

BUSINESS SCORECARDS. Annual Business Scorecard Survey - 2012

BUSINESS SCORECARDS. Annual Business Scorecard Survey - 2012 BUSINESS SCORECARDS Annual Business Scorecard Survey - 2012 January 2013 Table of Contents Table of Contents... 1 Executive Summary... 2 Introduction... 3 Demographics... 4 Question 1: How big is your

More information

The State of SEO within Retail Ecommerce Research Report

The State of SEO within Retail Ecommerce Research Report The State of SEO within Retail Ecommerce Research Report August 2014 www.onehydra.com The state of SEO within retail ecommerce Research Report Something s not quite right in SEO Warren Cowan, CEO & Founder,

More information

Briefing Paper. How to Compete on Customer Experience: Six Strategic Steps. www.syn gro.c om SynGro SynGro 2013 2013 Tel: +44 (0 ) 15 06 5 92 2 24

Briefing Paper. How to Compete on Customer Experience: Six Strategic Steps. www.syn gro.c om SynGro SynGro 2013 2013 Tel: +44 (0 ) 15 06 5 92 2 24 Briefing Paper How to Compete on Customer Experience: Six Strategic Steps How to Compete on Customer Experience: Six Strategic Steps Voice of the Customer as a term has come to reflect the growing understanding

More information

Does your business intelligence tell you the whole story?

Does your business intelligence tell you the whole story? PERFORMANCE AND TECHNOLOGY Does your business intelligence tell you the whole story? ADVISORY BI: Does your business intelligence tell you the whole story? Contents Does your business have the right information

More information

Budget development and management within departments

Budget development and management within departments V I C T O R I A Auditor General Victoria Budget development and management within departments Ordered to be printed by Authority. Government Printer for the State of Victoria No. 39, Session 2003-2004

More information

INFORMATION MANAGEMENT AND WHY IT MATTERS. CIO Research Report 2014

INFORMATION MANAGEMENT AND WHY IT MATTERS. CIO Research Report 2014 INFORMATION MANAGEMENT AND WHY IT MATTERS CIO Research Report 2014 2 CIO RESEARCH REPORT 2014: INFORMATION MANAGEMENT AND WHY IT MATTERS 3 3 The role of a CIO has never been more exciting or complicated.

More information

Customer requirements. Asset management planning Inspection and assessment Route asset planning Annual work plans Contracting strategy

Customer requirements. Asset management planning Inspection and assessment Route asset planning Annual work plans Contracting strategy Section 8 Output monitoring Inputs Customer requirements Safety standards Outputs and funding SRA and Government Policy Network stewardship strategy Asset and operational policies Maintenance & renewal

More information

Risks to customers from performance management at firms

Risks to customers from performance management at firms Guidance consultation 15/1 Risks to customers from performance management at firms Thematic review and guidance for firms March 2015 Contents 1 Approach and findings 2 2 Guidance to firms 8 3 Next steps

More information

MONITOR. MANAGE. PERFORM. SCORECARDING WITH COGNOS 8 BUSINESS INTELLIGENCE

MONITOR. MANAGE. PERFORM. SCORECARDING WITH COGNOS 8 BUSINESS INTELLIGENCE SCORECARDING WITH COGNOS 8 BUSINESS INTELLIGENCE While every attempt has been made to ensure that the information in this document is accurate and complete, some typographical errors or technical inaccuracies

More information

Pharmaceutical sales and marketing data: Solving the fragmentation problem

Pharmaceutical sales and marketing data: Solving the fragmentation problem Business Intelligence Solutions for Pharma. Pharmaceutical sales and marketing data: Solving the fragmentation problem The pharmaceutical industry is awash with sales and marketing data, but getting instant

More information

HR outsourcing and the HR function Threat or opportunity?

HR outsourcing and the HR function Threat or opportunity? Survey report June 2009 HR outsourcing and the HR function Threat or opportunity? Contents Summary of key findings 2 Introduction and the backdrop to outsourcing activity 4 HR outsourcing and the HR function

More information

Business Intelligence Meets Business Process Management. Powerful technologies can work in tandem to drive successful operations

Business Intelligence Meets Business Process Management. Powerful technologies can work in tandem to drive successful operations Business Intelligence Meets Business Process Management Powerful technologies can work in tandem to drive successful operations Content The Corporate Challenge.3 Separation Inhibits Decision-Making..3

More information

Unleashing your growth potential Product Innovation and Development

Unleashing your growth potential Product Innovation and Development www.pwc.se Unleashing your growth potential Product Innovation and Development Delivering growth and profitability through innovative products and services Knowledge Innovation Unleashing potential PwC

More information

Getting things done with Strategy Execution

Getting things done with Strategy Execution Getting things done with Strategy Execution by Paul Docherty White Paper Introduction This whitepaper examines the emerging discipline of Strategy Execution, understanding the need for it, covering all

More information

Innovation & Learning the organisation s intellectual capital both human and non-human

Innovation & Learning the organisation s intellectual capital both human and non-human The Reality of Key Performance Indicators Balanced Scorecard Reporting was created by Robert S. Kaplan and David P.Norton and was devised to allow top executives to communicate and implement their key

More information

WHAT S THE STORY? THE RESULTS THE TRUTH ABOUT CONTENT MARKETING IN IRELAND

WHAT S THE STORY? THE RESULTS THE TRUTH ABOUT CONTENT MARKETING IN IRELAND WHAT S THE STORY? THE TRUTH ABOUT CONTENT MARKETING IN IRELAND THE RESULTS 2 What s the story? The State of Content Marketing in Ireland Ireland is a nation of storytellers so it s fitting that we ve moved

More information

Continuous Delivery: The New Normal for Software Development

Continuous Delivery: The New Normal for Software Development Continuous Delivery: The New Normal for Software Development Findings from Evans Research Survey of Software Development Professionals Commissioned by Perforce Software 65% of software developers, managers,

More information

Drive to the top. The journey, lessons, and standards of global business services. kpmg.com

Drive to the top. The journey, lessons, and standards of global business services. kpmg.com Drive to the top The journey, lessons, and standards of global business services kpmg.com The new normal for global enterprises is about doing more with less while at the same time driving the top line

More information

Getting CRM Right: are you working from first principles... or are you paving the cow path?

Getting CRM Right: are you working from first principles... or are you paving the cow path? Getting CRM Right: are you working from first principles... or are you paving the cow path? By Greg Glass Founder and CEO, Glass Client Programs Ltd Implementing CRM technology on the hoof and on top of

More information

Finance Business Partnering Less than the sum of the parts. Organisational perception of Finance, percentage of respondents agreeing with statements

Finance Business Partnering Less than the sum of the parts. Organisational perception of Finance, percentage of respondents agreeing with statements Finance Business Partnering Less than the sum of the parts Key points Deloitte s research into Finance Business Partnering has analysed the responses of 75 senior Finance executives from UK headquartered

More information

A technical paper for Microsoft Dynamics AX users

A technical paper for Microsoft Dynamics AX users s c i t y l a n a g n i Implement. d e d e e N is h c a o r Why a New app A technical paper for Microsoft Dynamics AX users ABOUT THIS WHITEPAPER 03 06 A TRADITIONAL APPROACH TO BI A NEW APPROACH This

More information

ITPMG. February 2007. IT Performance Management: The Framework Developing an IT Performance Management Program

ITPMG. February 2007. IT Performance Management: The Framework Developing an IT Performance Management Program IT Performance Management: The Framework Developing an IT Performance Management Program February 2007 IT Performance Management Group Bethel, Connecticut Executive Summary In our IT Performance Management:

More information

Executive Summary...2. Introduction...3. Definitions...3. Why Operational Performance Optimization...4

Executive Summary...2. Introduction...3. Definitions...3. Why Operational Performance Optimization...4 Optimizing Operational Performance from a Financial Management Perspective Executive Summary...2 Introduction...3 Definitions...3 Why Operational Performance Optimization....4 An Introduction to Optimizing

More information

The National Commission of Audit

The National Commission of Audit CA Technologies submission to The National Commission of Audit November, 2013 Kristen Bresch CA Technologies Executive Summary CA Technologies is pleased to present the National Commission of Audit the

More information

INDUSTRY OUTLOOK APRIL 2013. Enterprise Performance Management

INDUSTRY OUTLOOK APRIL 2013. Enterprise Performance Management INDUSTRY OUTLOOK APRIL 2013 Enterprise Performance Management Chief financial officers must address a growing list of modern business imperatives, and EPM can help. Business today is moving at light speed.

More information

The following is intended to outline our general product direction. It is intended for informational purposes only, and may not be incorporated into

The following is intended to outline our general product direction. It is intended for informational purposes only, and may not be incorporated into The following is intended to outline our general product direction. It is intended for informational purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any

More information

Management White Paper What is a modern Balanced Scorecard?

Management White Paper What is a modern Balanced Scorecard? Management White Paper What is a modern Balanced Scorecard? For more information please visit: www.ap-institute.com What is a modern Balanced Scorecard? By Bernard Marr Abstract: The Balanced Scorecard

More information

Transforming life sciences contract management operations into sustainable profit centers

Transforming life sciences contract management operations into sustainable profit centers Point of View Generating life sciences Impact Transforming life sciences contract management operations into sustainable profit centers Globally, life sciences companies spend anywhere from $700 million

More information

Using Corporate Performance Management to Deliver the CEO s Strategic Vision

Using Corporate Performance Management to Deliver the CEO s Strategic Vision Using Corporate Performance Management to Deliver the CEO s Strategic Vision Gartner RAS Core Research Note G00157458, Nigel Rayner, 30 April 2008 Corporate performance management (CPM) applications offer

More information

LECTURE 11 INTRODUCTION TO STRATEGIC MANAGEMENT ACCOUNTING

LECTURE 11 INTRODUCTION TO STRATEGIC MANAGEMENT ACCOUNTING LECTURE 11 INTRODUCTION TO STRATEGIC MANAGEMENT ACCOUNTING Deficiencies of Traditional Management Accounting Thus far covered cost accounting referred to as traditional management accounting techniques.

More information

UK MARKETING LEADERSHIPS LACK OF INSIGHTS FOR THE FUTURE

UK MARKETING LEADERSHIPS LACK OF INSIGHTS FOR THE FUTURE UK MARKETING LEADERSHIPS LACK OF INSIGHTS FOR THE FUTURE INSIGHTS FROM THE CRANFIELD MARKETING DIRECTORS SURVEY 2014 Transforming knowledge into action THE 3RD ANNUAL CRANFIELD MARKETING LEADERS SURVEY

More information

Judge Business School

Judge Business School Judge Business School The Connected Performance Framework: Beyond Technology to Superior Performance Professor Andy Neely Introducing the connected world Billions of sensors and systems tracking billions

More information

What else could you do with the time you spend on budgeting?

What else could you do with the time you spend on budgeting? What else could you do with the time you spend on budgeting? Budgeting As your company evolves, you have to devote more and more time to preparing your budgets. That s why Prophix brings you. This Best

More information

CorHousing. CorHousing provides performance indicator, risk and project management templates for the UK Social Housing sector including:

CorHousing. CorHousing provides performance indicator, risk and project management templates for the UK Social Housing sector including: CorHousing CorHousing provides performance indicator, risk and project management templates for the UK Social Housing sector including: Corporate, operational and service based scorecards Housemark indicators

More information

Implementing an Enterprise Asset Performance Management System: Northumbrian Water Limited Case Example

Implementing an Enterprise Asset Performance Management System: Northumbrian Water Limited Case Example Nigel A Kent, Principal Consultant, MWH Business Solutions Implementing an Enterprise Asset Performance Management System: Northumbrian Water Limited Case Example Why Implement an Enterprise Asset Performance

More information

Organisational Change Management Maturity

Organisational Change Management Maturity Organisational Change Management Maturity Change Management Maturity is a key element to true organisational agility; however maturity is being developed in an ad-hoc manner, with few companies reporting

More information

IBM Cognos Business Intelligence Scorecarding

IBM Cognos Business Intelligence Scorecarding IBM Cognos Business Intelligence Scorecarding Successfully linking strategy to operations Overview Scorecarding offers a proven approach to communicating business strategy throughout the organization and

More information

Trends in B2B ecommerce in the UK RESEARCH 2013 WHITE PAPER

Trends in B2B ecommerce in the UK RESEARCH 2013 WHITE PAPER Trends in B2B ecommerce in the UK RESEARCH 2013 WHITE PAPER RESEARCH 2013 Background to the research Stibo Systems (a Master Data Management company), and Salmon (an ecommerce digital agency), commissioned

More information

Analytics To Optimize Marketing Performance. White Paper. Tools Can Help Marketers Make Better Decisions. Sponsored by

Analytics To Optimize Marketing Performance. White Paper. Tools Can Help Marketers Make Better Decisions. Sponsored by Analytics To Optimize Marketing Performance Tools Can Help Marketers Make Better Decisions White Paper Sponsored by Table of Contents The Role of Marketing Analytics 3 Metrics and Analytics 4 Simplicity

More information

The use and consequences of performance management and control systems: a study of a professional services firm

The use and consequences of performance management and control systems: a study of a professional services firm Wendy Beekes Lancaster University David Otley Lancaster University Valentine Ururuka Lancaster University The use and consequences of performance management and control systems: a study of a professional

More information

VMware Cloud Adoption Study

VMware Cloud Adoption Study VMware Cloud Adoption Study Executive Summary May 2012 Contents About the research 3 Objectives 4 Overview 4 Key Findings 5 European enterprises to spend a third of IT budgets this year on cloud computing,

More information

Financial Planning, Budgeting, and Forecasting

Financial Planning, Budgeting, and Forecasting Financial Planning, Budgeting, and Forecasting Removing the Hurdles March 2013 Nick Castellina Financial Planning, Budgeting, and Forecasting: Removing the Hurdles Financial planning is the process by

More information

BIRT Performance Analytics Summary of Features. Product Brochure

BIRT Performance Analytics Summary of Features. Product Brochure Summary of Features Product Brochure With BIRT Performance Scorecard (now BIRT Performance Analytics) we are able to generate intuitive progress reports to present to the public that effectively measure

More information

The Diamond Dozen: Your 12 point guide to success in selecting and implementing CRM

The Diamond Dozen: Your 12 point guide to success in selecting and implementing CRM The Diamond Dozen: Your 12 point guide to success in selecting and implementing CRM Maximizer Software Ltd July 2010 Introduction For more than 25 years Customer Relationship Management (CRM) systems have

More information

Sales Governance study

Sales Governance study Capgemini Consulting the way we see it Sales Governance study How leading companies in the Nordic region steer and develop their sales organisation Table of content Executive summary 3 Study overview 4

More information

Financial Sustainability Information Paper 8. Long-term Financial Plans

Financial Sustainability Information Paper 8. Long-term Financial Plans Financial Sustainability Information Paper 8 Long-term Financial Plans Revised January 2012 Introduction This Information Paper is one of a series of Information Papers about Financial Sustainability and

More information

The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into

The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material,

More information

Promotion Orientation Verus Market Orientation

Promotion Orientation Verus Market Orientation Promotion Orientation Verus Market Orientation Lawrie Drysdale Senior Lecturer in Educational Administration Centre for Organisational Learning and Leadership University of Melbourne Introduction All schools

More information

A guide to achieving a whole of organisation approach to Best Value

A guide to achieving a whole of organisation approach to Best Value A guide to achieving a whole of organisation approach to Best Value Acknowledgements This document is an initiative of the Victorian Corporate Planners Network a Special Interest Group of Local Government

More information

Efficiency and transparency Jaguar Land Rover

Efficiency and transparency Jaguar Land Rover www.pwc.co.uk Efficiency and transparency Jaguar Land Rover How Integrated Planning and Enterprise Performance Management is supporting a remarkable success story. October 2013 Industry Automotive Geography

More information

Data analytics, student success indicators and modelling

Data analytics, student success indicators and modelling Institutional Research Institute 2015 Data analytics, student success indicators and modelling Glen Barnes 1 Data analytics, student success indicators and modelling Glen Barnes 23 July 2015 Institutional

More information

THE SOUTH AFRICAN HERITAGE RESOURCES AGENCY ENTERPRISE RISK MANAGEMENT FRAMEWORK

THE SOUTH AFRICAN HERITAGE RESOURCES AGENCY ENTERPRISE RISK MANAGEMENT FRAMEWORK THE SOUTH AFRICAN HERITAGE RESOURCES AGENCY ENTERPRISE RISK MANAGEMENT FRAMEWORK ACCOUNTABLE SIGNATURE AUTHORISED for implementation SIGNATURE On behalf of Chief Executive Officer SAHRA Council Date Date

More information

CREATING A LEAN BUSINESS SYSTEM

CREATING A LEAN BUSINESS SYSTEM CREATING A LEAN BUSINESS SYSTEM This white paper provides an overview of The Lean Business Model how it was developed and how it can be used by enterprises that have decided to embark on a journey to create

More information

Management accounting practices in the UK food and drinks industry

Management accounting practices in the UK food and drinks industry ISSN 1744-7038 (online) ISSN 1744-702X (print) Research Executive Summaries Series Management accounting practices in the UK food and drinks industry Vol. 2, No. 8 By Magdy Abdel-Kader University of Essex

More information

Commonwealth Bank Legal Market Pulse report

Commonwealth Bank Legal Market Pulse report Commonwealth Bank Legal Market Pulse report Conducted by Beaton Research + Consulting 3 Contents Confidence continues to rise as long-term outlook improves 2 Economic Update 3 Overall Business Conditions

More information

Enhanced Commonwealth Performance Framework. Discussion Paper

Enhanced Commonwealth Performance Framework. Discussion Paper Enhanced Commonwealth Performance Framework Discussion Paper AUGUST 2014 Commonwealth of Australia 2014 With the exception of the Commonwealth Coat of Arms and where otherwise noted, all material presented

More information

Adding up or adding value?

Adding up or adding value? Get up to speed Building Better Finance Functions Adding up or adding value? Making business partnering work whatwouldyouliketochange.com Contents Adding up or adding value? 3 The strategic value of business

More information

NAG. By-standers in the global war for talent? Finnish and Global Executives Assessments of Their Talent Management Practices

NAG. By-standers in the global war for talent? Finnish and Global Executives Assessments of Their Talent Management Practices By-standers in the global war for talent? Finnish and Global Executives Assessments of Their Talent Management Practices By Boris Groysberg and Kalle Heikkinen NAG STRATEGY & TRANSACTIONS About the Survey

More information

Strategic Performance Management

Strategic Performance Management Whitepapers Strategic Performance Management Written by A Hall Operations Director The first stage of every management methodology, be it process, change or risk, is for the senior management team to create

More information

AGILE BUSINESS INTELLIGENCE

AGILE BUSINESS INTELLIGENCE AGILE BUSINESS INTELLIGENCE OR HOW TO GIVE MANAGEMENT WHAT THEY NEED WHEN THEY NEED IT Evan Leybourn Author Directing the Agile Organisation Melbourne, Australia evan@theagiledirector.com INTRODUCTION

More information

Real-Time Decisions Need Corporate Performance Management

Real-Time Decisions Need Corporate Performance Management Research Publication Date: 26 April 2004 ID Number: COM-22-3674 Real-Time Decisions Need Corporate Performance Management Frank Buytendijk, Brian Wood, Mark Raskino The real-time enterprise model depends

More information

Strengthening the Performance Framework:

Strengthening the Performance Framework: Strengthening the Performance Framework: Towards a High Performing Australian Public Service Diagnostic Implementation July 2014 2155 This paper was prepared by: Professor Deborah Blackman, University

More information

Beware of Performance Management Pitfalls

Beware of Performance Management Pitfalls Beware of Performance Management Pitfalls Smart Companies Avoid Basic Mistakes in Implementation White Paper Aligning Business and IT to Improve Performance Ventana Research 6150 Stoneridge Mall Road,

More information

Financial Planning Academics Forum. Submission on ASIC Consultation Papers 212 and 215

Financial Planning Academics Forum. Submission on ASIC Consultation Papers 212 and 215 Financial Planning Academics Forum Submission on ASIC Consultation Papers 212 and 215 1.0 Introduction and Scope This document provides the collective view of the Financial Planning Academics Forum (FPAF)

More information

The Rising Opportunity for CMO-CIO Collaboration in the Pharmaceutical Industry

The Rising Opportunity for CMO-CIO Collaboration in the Pharmaceutical Industry Accenture Life Sciences Rethink Reshape Restructure for better patient outcomes The Rising Opportunity for CMO-CIO Collaboration in the Pharmaceutical Industry Demographics Life Sciences Pharma/Biotech:

More information

S23171A, page 1. --In individual strategic planning assignments (of units, functions and processes):

S23171A, page 1. --In individual strategic planning assignments (of units, functions and processes): S23171A, page 1 Nothing in this job description restricts management's right to assign or reassign duties and responsibilities to this job at any time. DUTIES Serves as a Corporate Strategic Planning Analyst

More information

BUILDING A HIGH PERFORMING SYSTEM. A business improvement plan for the Department for Education and Child Development

BUILDING A HIGH PERFORMING SYSTEM. A business improvement plan for the Department for Education and Child Development BUILDING A HIGH PERFORMING SYSTEM A business improvement plan for the Department for Education and Child Development BUILDING A HIGH PERFORMING SYSTEM 1 Contents Executive summary 3 Increasing local decision-making

More information

BUSINESS INTELLIGENCE

BUSINESS INTELLIGENCE BUSINESS INTELLIGENCE Enabling Insights Across the Enterprise Patrick Callahan AST Corporation Practice Director Business Intelligence Naperville, Illinois USA 2011 Southern California Public Sector EBS

More information

Australian ssociation

Australian ssociation Australian ssociation Practice Standards for Social Workers: Achieving Outcomes of Social Workers Australian Association of Social Workers September 2003 Contents Page Introduction... 3 Format of the Standards...

More information

Performance Management. Date: November 2012

Performance Management. Date: November 2012 Performance Management Date: November 2012 SSBA Background Document Background 3 4 Governance in Saskatchewan Education System 5 Role of School Boards 6 Performance Management Performance Management Overview

More information

Shared services. Getting IT right. A report by Eduserv

Shared services. Getting IT right. A report by Eduserv Shared services Getting IT right A report by Eduserv Contents Introduction 3 The role of IT in supporting shared services 4 What are the benefits? 6 What are the areas to consider? 6 Where to start? 7

More information

UTILISATION OF TALENT POOLS FOR EXTERNAL RECRUITMENT IN AUSTRALIA RESULTS OF A TWO YEAR STUDY

UTILISATION OF TALENT POOLS FOR EXTERNAL RECRUITMENT IN AUSTRALIA RESULTS OF A TWO YEAR STUDY UTILISATION OF TALENT POOLS FOR EXTERNAL RECRUITMENT IN AUSTRALIA RESULTS OF A TWO YEAR STUDY TABLE OF CONTENTS Executive Summary 2 Introduction 5 Methodology 5 Section One: Australian Top 100 Employer

More information

Management accountants: a profession dramatically changed by ERP systems.

Management accountants: a profession dramatically changed by ERP systems. Management accountants: a profession dramatically changed by ERP systems. Research executive summary series Vol 4, issue 5 SEVERIN GRABSKI Michigan State University, USA ISSN 1744-7038 (online) ISSN 1744-702X

More information

Evaluation Case Study

Evaluation Case Study Australian Government Department of Education More Support for Students with Disabilities 2012-2014 Evaluation Case Study Team teaching by speech pathologists and teachers in the classroom MSSD Output

More information

BT s supply chain carbon emissions a report on the approach and methodology

BT s supply chain carbon emissions a report on the approach and methodology BT s supply chain carbon emissions a report on the approach and methodology April 2015 1 BT s supply chain emissions metrics approach and methodology 1 Are supply chain emissions really the essential,

More information

The future of legal services pricing

The future of legal services pricing 1 The future of legal services pricing 28 February 2012 Contents 2 1. The market context 2. Alternative billing arrangements 3. International trends 4. Where to from here? 1. The market context 3 The market

More information