Performance Management. Finding the Missing Pieces (to Close the Intelligence Gap). Wiley and SAS Business Series

  • ID: 2243686
  • Book
  • 304 Pages
  • John Wiley and Sons Ltd
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Praise for Performance Management

"We are witnessing a convergence among advanced management concepts and practices. Performance management is a means to pull it all together, to understand the strengths and limitations of each management practice and leverage it for competitive advantage. Cokins book walks us through all this in a manner that makes something confusing much less so.
"There is no one right answer for any situation. The answer lies in a balance of concepts and the integration of them. Performance Management is the glue that holds them all together.
"This book helps the reader understand the breadth of PM. It s not just about measuring!"
John F. Morrow, CPA, AICPA Vice President, The New Finance

"Gary Cokins has articulated the 411 of performance management. His combination of personal anecdotes with fundamental cost and performance management theories provides business leaders at all levels, in any industry or profession, a solid resource for practicing their work.
"This book is not only an invaluable resource for those new to performance management but provides guidance, wisdom, support, and insight to all industry leaders and managers. Cokins has organized and simplified the many complex performance management theories, associated tools, and infrastructure for the reader.
"Buy it, read it, and give it to your colleagues then celebrate your successes!"
Sue Swertfeger, Senior Manager, Owens & Minor

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About the Author.

About the Web Site.

Preface.

1. Why the Need for Performance Management as a System?

PART ONE: Performance Management Process.

2. Integrating a Suite of Proven Methodologies.

3. Support from Fact–Based Data and Information Technology.

PART TWO: Strategy Maps and Balanced Scorecards: The Link between Strategy and Successful Execution by Operations.

4. Measurement Problems and Solutions.

5. Strategy Maps and Scorecards as a Solution.

6. Strategic Objectives Drive Gears: Cascading Measures.

7. A Recipe for Implementation.

8. The Human Side of Collaboration.

9. Fact–Based Management Accounting Data.

10. Scorecards and Strategy Maps: Enablers for Performance Management.

PART THREE: Leveraging Financial Analytical Facts and Truths.

11. If Activity–Based Management Is the Answer, What Is the Question?

12. Activity–Based Management Model Design and Principles: Key to Success.

13. Operational (Local) Activity–Based Management for Continuous Improvement.

14. Strategic Activity–Based Management for Customer and Channel Profitability Analysis.

15. Predictive Costing, Predictive Accounting, and Budgeting.

16. Activity–Based Management Supports Performance Management.

PART FOUR: Integrating Performance Management with Core Solutions.

17. Customer Intelligence and Customer Relationship Management.

18. Supplier Intelligence: Managing Economic Profit across the Value Chain.

19. Process Intelligence with Six Sigma Quality and Lean Thinking.

20. Shareholder Intelligence: Return on Whose Investment?

21. Employee Intelligence: Human Capital Management.

PART FIVE: Performance Management, Business Intelligence, and Technology.

22. Data Management and Mining with Performance Management.

23. Final Thoughts: Linking Customers to Shareholders.

Index.

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Gary Cokins
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