Profiles in Performance. Business Intelligence Journeys and the Roadmap for Change

  • ID: 1265971
  • Book
  • 174 Pages
  • John Wiley and Sons Ltd
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Praise for Profiles in Performance: Business Intelligence Journeys and the Roadmap for Change

"Dresner′s deep–dive case studies offer invaluable insight into the nuts and bolts of organizations pursuing great performance. The Performance Culture Maturity Model is an excellent tool."
Don Tapscott, Chairman, nGenera Insight, and author of thirteen books about the new technologies in business and society, most recently Wikinomics and Grown Up Digital

"Performance management is a growing discipline that requires examples and role models for its healthy development. Dresner has created an outstanding set of deeply researched case studies that bring his Performance Culture Maturity Model to life. Performance–directed culture is an insight that will drive new ways of thinking about business intelligence and performance management for current and future generations of business and IT leaders."
James M. Popkin, Group Vice President and Gartner Fellow Emeritus, Business Intelligence and Information Management, Gartner Inc.

"Howard′s contention that ′people trump processes and technology every time′ is absolutely on the mark. In Profiles in Performance, he delivers candid, real–life stories from inside several companies striving to create performance–directed cultures. The first–rate storytelling and practical guidance make this book a memorable standout."
Maryfran Johnson, Editor in Chief, CIO magazine and events, an IDG company

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CHAPTER 1 Performance–Directed Culture.

Four Levels of Maturity.

Six Performance–Directed Culture Criteria.

The Maturity Model as an Assessment Tool.

CHAPTER 2 Denihan Hospitality Group.

9/11 Rocks the World.

A New Era of Growth Begins.

An Ownership Change Spawns a Brand–New Company.

The Economy Puts the Brakes on Rapid Growth.

The Seeds of a Data–Driven Culture Are Planted.

New Talent Brings Different Perspectives.

Operational and Financial Data Come Together.

Widening Cultural Divide?

Bringing Everything Together.

CHAPTER 3 Cleveland Clinic.

Determined to Lead.

The Gap between Medical Excellence and Business Performance.

Searching for Equilibrium.

The Times Are Changing.

Time for Change.

A New Leader for the 21stCentury.

CHAPTER 4 Northern California Public Broadcasting.

Can the Same Standards Be Applied to Nonprofits and For–Profits?

Setting the Stage for Public Broadcasting in America.

San Francisco′s Unique Brand of Public Television.

Seismic Changes in Public Broadcasting.

Money Is Always an Issue.

A Growing Desire for Stronger Financial Management.

New CFO Shakes Things Up.

CHAPTER 5 Mueller Inc.

New Owners and a Changing Market Demand a New Focus.

Mueller Gets Back on Track.

Growth Tests Mueller.

The 21stCentury Brings a New Set of Challenges.

Formalizing Performance Management at Mueller.

An ERP System that Works!

Beyond ERP to Business Intelligence.

Mueller Refines its Management System.

CHAPTER 6 Tying It All Together.

It′s All about Change.

Other Factors to Consider.

Applying the Lessons Learned.


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"A thought–provoking exploration of the fascinating intersection between people, processes, and technology, and an important tool for all levels of management, providing key insights into the formation of a performance–directed culture and a glimpse into those organizations that have successfully created one." (, February 15, 2010)
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