Praise for Praise for Performance Management: Integrating
Strategy Execution, Methodologies, Risk, and Analytics
‘A highly accessible collection of essays on contemporary
thinking in performance management. Readers will get excellent
overviews on the Balanced Scorecard, strategy maps, incentives,
management accounting, activity-based costing, customer lifetime
value, and sustainable shareholder value creation.’
–Robert S. Kaplan, Harvard Business School; coauthor
of The Balanced Scorecard: Translating Strategy into Action, The
Execution Premium, and many other books
‘Gary Cokins demonstrates in this book that performance
management is not a mysterious black art, but a structured,
process-oriented discipline. If you want your performance
management system to be a smoothly running analytical machine, read
and apply the ideas in this book–it’s all you need.’
–Thomas H. Davenport, President’s Distinguished
Professor of Information Technology and Management, Babson College;
coauthor of Competing on Analytics: The New Science of
Winning
‘Drawing on a deep reservoir of knowledge and experience gained
from hundreds of customer engagements around the world, Gary Cokins
offers an authoritative examination of the major dimensions of
performance management. Cokins not only paints a rich and textured
view of the major principles and concepts driving performance
management implementations, he offers a nuanced look at the
important subtleties that can spell the difference between success
and failure. This is an informative and enjoyable text to
read!’
–Wayne Eckerson, Director of Research, The Data
Warehouse Institute (TDWI); author of Performance Dashboards:
Measuring, Monitoring, and Managing Your Business
‘[In this] very insightful book, the view of an integrated
performance management framework with a goal to link various
operational activities with business strategy is an excellent
approach to manage and improve business. Gary’s explanation of
risk-based performance management, for providing the capability to
achieve long-term objectives with reliably calculated risks, is
definitely thought provoking.’
–Srini Pallia, Global Head and Vice President of
Business Technology Services, Wipro Technologies, Bangalore,
India
‘Gary Cokins is clearly one of the world’s thought leaders in
the area of performance management, and the need for integrated
performance management, improvement and execution is clearly at a
premium in these challenging economic times. This book is a must
read for CEOs, CFOs, and management accountants around the globe
seeking higher levels of sustainable business performance for their
stakeholders.’
–Jeffrey C. Thomson, President and CEO, Institute of
Management Accountants
Tabla de materias
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: PERFORMANCE MANAGEMENT AND SHAREHOLDER WEALTH
CREATION.
27 Can Performance Management Accomplish What Einstein Could
Not?
28 Why Do Capital Market Organizations Underachieve Their
Planned ROI?
29 Will Private Equity Funds Turbocharge Applying Performance
Management?
PART NINE: ENVIRONMENTAL PERFORMANCE MANAGEMENT.
30 Social and Environmental Performance Management.
31 How Is a Chief Financial Officer Affected by the
Sustainability Movement?
PART TEN: CONCLUSION.
32 Christmas Gift Letter to Santa Claus.
33 Performance Management from Future Diaries.
34 A Dear-CEO Advice Column You Might Want to Read.
35 From Nag to Wag: Why Performance Management Now?
Index.
Sobre el 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.
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