Managing in the new economy
Performance Management Habits to Renew Organizations for the New Millennium
BEST PRACTICE OF BALANCED SCORECARD, the First Book for Implementation (ISBN 4-492-55435-1).
The book focuses on organizational effectiveness in the light of the dramatic technological forces that have been unleashed by the Internet and that are changing the very landscape of how organizations conduct global business.
The book deals with best-practice business processes, collaborative technologies, and the vital dynamics of organizational culture. It shines a spotlight on the important issues every large enterprise faces: What is next after the massive technology investments made to prepare for Y2K? How can organizations turn their investments in (Enterprise Resource Planning software into measurable business returns?
The book argues that to deliver value, organizations must begin with the creation of organizational cultures and practices that harness the power and passion of people first. It describes the performance management habits an organization has to implement in order to achieve organizational effectiveness. It also describes an information system that can support these habits: the Action Driven Balanced Scorecard system (ADBS).
This book provides insight into how managers can use the team they have in place today to steer an organization — to strategically effect course corrections at crucial moments — in today’s business environment using existing technologies.
CONTENT OF THE BOOK
1. Performance management: the key to thriving in the New Economy
Are you ready for the New Economy?
Why top managers need good performance management
2. The call for action!
The need for change: from measurement to action management
How are we doing performance management today: the MIRA
What can we learn from best practice organisations: the Habits
How can we implement best practice: a Performance Management Portal
Case Study: Introducing UltraViolet Design Lt
3. Habit 1: Deliver on the strategy and the goals
The need for alignment
Leading and lagging indicators
Developing critical success factors and key performance indicators
Case Study: Developing performance indicators and a Balanced Scorecard for UltraViolet Design
4. Habit 2: Create and manage internal partnership
The need for Internal Partnership
Managing Paradigm
The buy-in questions
Levels of participation, commitment and purpose
WHY, WHAT and HOW
Managing Paradigm to create effective interventions
Managing Paradigm to create a High Performing team
Managing Paradigm to implement a common performance management process
Buy-in and the Balanced Scorecatd
Case Study: Personalised Balanced Scorecards at UltraViolet Design
5. Habit 3: Keep it Simple
Less is more
Key Value Drivers and the performance management process
Beyond budgeting?
Case Study: Keeping things simple at UVD
6. Habit 4: Manage by exception
An overload of information
Exception reporting for empowerment
Exception reporting in corporate performance management
Focus on exception meetings
Exception reporting at UltraViolet Design
Case Study: Exception reporting at UltaViolet Design
7. Habit 5: Manage by action
Measuring is interesting, action makes the difference
Apply corrective and preventive action planning
Defining corrective, preventive and breakthrough actions
Case Study: Action reporting at UltraViolet Design
8. Habit 6: Create information transparency
The need for information transparency
Creating the Performance Management Portal
The role of data warehouses and data-marts
Ground rules for information transparency
Case Study: Information Transparency at UVD
9. Habit 7: Leverage technology
Leverage the IT infrastructure, don’t replace it
Use of groupware and intranet for fast and efficient distribution
Case Study: Using technology at UltraViolet Design
Case Study: The new UltraViolet Design
10. Implementing the performance management habits S
Configure, don’t customize
Implementing the habits
Calculating KPI values for ADBS
Integration through standard interfaces
Implementation steps
Other considerations
Full circle: from technical implementation and back to buy-in