Strategic Performance Management - Using the SPM Maturity Model to turn vision into business value published by Optima Media Group in January, 2006. This report price starts from US $ 1605.
Abstract
A new, refreshing approach to performance management
Five reasons why you need this report:
- Use the SPM Maturity Model - exclusively covered in this report - to
revitalise your organisation's performance management
- Achieve step-change improvements in your results
- Maximise the return from your business intelligence systems
- Master the five key enablers of improved performance
- Rapidly identify and overcome the most important barriers to improved
performance
Strategic Performance Management shows you how to develop a performance
management programme tailored specifically to your corporate needs. What's
more it is grounded in practical experience.
By sifting the lessons and experience of organisations at all levels, the
Report describes how every company can apply performance information to
improve performance. It recognises that this effort involves an integrated
approach that engages leaders, the workforce, corporate culture and technology.
Exclusively, this report shows you how to form an assessment of your current
position to develop a practical and deliverable plan for improving your
results. Whatever the current state of performance management in your
organisation, it shows you the way forward.
Based on an extensive programme of research, Strategic Performance Management
provides you with a toolkit to revitalise your performance management
capability. The SPM Maturity Model - described in detail exclusively in this
report - is both a diagnostic and planning tool. It turns the research
findings about companies' widely different success rates into a set of
actionable principles and guidelines that you can apply.
Strategic Performance Management reveals:
- Why performance management should be managed as an evolutionary process,
building on the experience gained at each stage
- The specific leadership, operational, management and technology issues
governing this evolutionary process
- The main external drivers of performance and how to reflect them in your
performance management framework
- Information management and business intelligence practices that will add
value to performance management
- How to set realistic targets for performance improvement
- Techniques for overcoming cultural and other barriers to improved
performance management
- How to maximise the returns from business intelligence systems
- How to build on the experience at each stage of performance management
evolution to reach the next level of achievement.
This is the only report that delivers:
- A detailed explanation of the SPM Maturity Model and the supporting
research findings
- Benchmark criteria to enable you to position your organization on the
Maturity curve
- Specific guidance on how to make the transition to the next level of
performance and make better use of business intelligence systems
- Practical advice on how to move up the Maturity curve based on lessons
from leading companies including: Computacenter, Guinness Trust Group, Maplin
Electronics, McDonald's, Viking UK and Voca
- A structured approach to developing business intelligence systems and
performance improvement projects.
PLUS many more practical insights in 200 fact-packed pages including action
points, executive summaries, over 50 tables and other exhibits, seven in-depth
case studies and many more illustrations from companies contributing to the
research, findings from the survey of 259 organisations and an action plan for
improving your performance management strategy.
Key Questions Answered
Most importantly, Strategic Performance Management will help you answer these
questions and then find the best solution to enhance your performance.
- Do you have the processes and skills to turn insights from your
information systems into performance improving actions?
- Can you point to hard business benefits from your investment in Business
Intelligence systems?
- Do you have a data strategy that assures the integrity of corporate
information?
- Do end users have the skills to extract business value from your business
intelligence and information systems?
- Are your business intelligence systems aligned with your strategic
priorities?
- Do you know where to target investment in business intelligence systems to
generate the greatest benefits for your business?
An exclusive programme of research among 259 companies provides insights into
all aspects of performance management practice - including the success of
companies in managing key drivers of performance improvement
Table of Contents
Author Profile
Acknoledgements
Business Intelligence
Introduction: how to use this Report
Chapter1:The Case for Revitalizing Performance Management
- Executive Summary
- The Challenge of Superior Performance
- Dealing with higher levels ofuncertainty
- Understanding the Change Drivers
- Socio-political and Economic change
- Globalization and Internationalization
- Competition
- Consumer Expectations
- Collaborative working
- Compliance
- Security
- Information and Communications Technology
- The Need for Comprehensive Intelligence
- The Need for Comprehensive Intelligence
- Four Visions for Performance Management
- The 'Maturing' of Performance Management Thinking
- The Search forSuperior Business Performance
- Focusing on the future with the balanced scorecard
- Evidence ofthe most useful performance indicators
- The Link between Performance Management and Superior Business Performance
- The Importance of Revitalizing Performance Management
- Cracking the Performance Management Challenge
Chapter2: Current Performance Management Practices and Use of Business Intelligence Systems
- Executive Summary
- Research Scope and Reach
- Current Practices Evaluated
- Performance management measures
- Linking measures to strategic goals
- Performance managementframeworks and processes
- Implementation ofperformance managementprocesses and frameworks
- The barriers to effective implementation
- Performance management benefits
- The Payback fromEffectively Managing Performance and Information
- Use of performance management frameworks
- Satisfaction with information guality and facilities
- Impacts onBusinessPerformance
- The Significance ofthe Survey Findings
- Evolution rather then revolution
- A Maturity Model: applying the findings to improve performance management
- A Maturity Model's value as a benchnarking tool
Chapter 3: SPM Maturity Model©
- Executive Summary
- Explaining the Benefits Gap
- The SPM Maturity Model© explained
- Stages in The SPM Maturity Model©
- The Operators
- The Controllers
- The Integrators
- The Innovators
- Moving up the Maturity Curve
- The conditions for successful evolution
- The Importance of Contextand Performance Management Drivers
- Movement can be down as well as up the Maturity Curve
- Performance Management Change Drivers
- The Enablers of Performance Management Maturity Leadership
- Leadership
- Using leadership to break down cultural values
- Culture
- The role of pilot projects
- Information management
- Putting the right processes and disciplines in place
- Change Management Capability
- The importance of target setting
- Following best change management practice
- The confidence factor
- Technology infrastructure
- The Evolutionary Approach to Performance Management
- Performance Management Enahlers and Stages of Maturity
- Summary
Chapter 4: The Transition from Operator to Controller
- Executive Summary
- From Operator to Controller: the transition process
- Adoption: central to the transition process
- The Starting Point for Operators
- The Change Drivers: facing the crisis
- Directive Leadership: articulate the needs
- Overcoming the Cultural Barriers: deliver results and instil disciplines
- Recognize the cultural and behavioural changes needed
- Work on Improving Data Quality
- Why solutions must be tackled on several fronts
- Be Pragrmatic on the Technology Front
- Summary: how to move from Operator to Controller
Chapter 5: The Transition from Controller to Integrator
- Executive Summary
- The Change Drivers: market and customer demands
- The Pressure for Good Information
- A Step Change at Many levels
- The Starting Point for Controllers Transitioning to Integrators
- Create Clarity and Vision
- Moving from direction to engagement
- You can never over-communicate
- Recognize the capability gap
- Build on or Create Collaboration
- Create a shared purpose and value set around required talent
- Instil a High Performance Ethic
- The Demand for High Quality Data
- The need for data standards
- Delivering data integrity in a changing environment
- Data strategy ownership
- The Need for a High hevel of Information Management Capabilities
- Why integrators are concerned about information skills
- User-friendliness no substitute for training
- Develop Change Management Capabilities to Deliver Benefits
- Summary: moving from Controller to Integrator
Chapter 6: The Transition from Integrator to Innovator
- Executive Summary
- The Change Drivers: superior knowledge at the point of decision
- The value of benchmarking
- Getting the Best from Benchmarking
- How to become an Innovator
- Leadership: inspiring initiative
- The Power of Personal Development
- Dynamic Development of Facilities
- Creating a Culture of Innovation
- How you move from integrator to Innovator
Chapter7:Revitalize Your Performance Management: strategy and implementation for today's leaders
- Executive Summary
- Planning for Improvement
- Understanding the change drivers in your organization
- Assess the Overall Status of your Performance Management and Business
Intelligence Systems
- Creating a Performance Management and Business Intelligence Strategy
- A vision for performance management and business intelligence
- The elements of Performance management strategy
- Creating and maintaining an information and data strategy
- Identifying and Tackling the Leadership: Iplementation issues
- The role ofstrategic leadership
- Creating corporate value
- Clarifying vision and strategy
- Why being focused counts strategically
- Achieving organizational alignment
- The need for adaptable processes and systems
- Deciding what to measure
- Strong Engagement leads to Ownership
- Developing Individual and Organizational Capabilities
- Setting the culturalFramework
- The Importance of Identifying Performance Management Crimes
- Managing Benefits: the sponsor's role
- The Danger of Projects taking on a Life oftheir Own
- The value of benefits management
- Leading the Revitalization ofPerformance Management
Chapter 8: Seven Performance Management Case Studies
- Computacenter Case Study
- Guinness Trust Group Case Study
- McDonald's Restaurants Ltd Case Study
- Maplin Electronics Ltd Case Study
- Video Arts Ltd Case Study
- Viking UK Case Study
- Voca Case Study
- Regerences
