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Unlike other books on performance management this book will not be a dry recipe or "how to." This book whose foundation is based on the authors DM Review articles and blog posts. This material will be totally updated and reflect current trends. The tentative contents is: (1) Performance Management Overview; (2) Performance Management Supports Business Intelligence and Data Mining; (3) Implementing Performance Management; (4) Strategy Maps and Balanced Scorecard; (5) Financial Performance Management; (6) Custom Value Management Performance Management; (7) Performance Management and Shareholder…mehr

Produktbeschreibung
Unlike other books on performance management this book will not be a dry recipe or "how to." This book whose foundation is based on the authors DM Review articles and blog posts. This material will be totally updated and reflect current trends. The tentative contents is: (1) Performance Management Overview; (2) Performance Management Supports Business Intelligence and Data Mining; (3) Implementing Performance Management; (4) Strategy Maps and Balanced Scorecard; (5) Financial Performance Management; (6) Custom Value Management Performance Management; (7) Performance Management and Shareholder Wealth Creation; (8) Environmental Performance Management; and (9) International Performance Management.
From one of the gurus of performance management, a compelling overview of the current trends in performance management Enterprise Performance Management: Integrating Strategy Execution, Methodologies, Risk, and Analytics clarifies the confusion that performance management is not a narrow personnel or CFO initiative but rather involves strategy execution with the integration of multiple management methodologies, especially predictive analytics. Written by an internationally recognized expert, speaker, and author on advanced cost management and performance improvement systems, this essential book features coverage of strategy maps and balanced scorecards; customer profitability management; driver-based budgeting; risk management; leverage of business intelligence data; and the behavioral change management and executive leadership needed for successful implementation. Gary Cokins (Cary, NC) is Global Product Marketing Manager for Performance Management at SAS, the leader in business intelligence and analytics.
  • Produktdetails
  • Verlag: John Wiley & Sons
  • Seitenzahl: 274
  • Erscheinungstermin: 17. März 2009
  • Englisch
  • Abmessung: 235mm x 157mm x 19mm
  • Gewicht: 554g
  • ISBN-13: 9780470449981
  • ISBN-10: 0470449985
  • Artikelnr.: 25682960
Autorenporträt
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.
Inhaltsangabe
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.

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.