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Drive Business Performance: Enabling a Culture of Intelligent Execution Hardcover – April 25, 2008
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"This book is about improving performance management within an organization by enhancing business intelligence whereby organizational objectives, the analysis of trends, the ability to forecast, and to plan winning strategies, works toward the common goal of success. It does reveal various methodologies at work in the Fortune 500 companies that have adopted them." (Bookviews.com, July 2008)
"Their perspective is that of veteran solution developers, and their goal is to translate their experience into practical, jargon-free, actionable advice for leaders who want to get a grip on their organization's performance. The result is a handbook of performance management strategy and tactics that offers some fresh insights as well as the promised road map to success." (Businessfinancemag.com, May 22, 2008)
From the Inside Flap
Drive Business Performance
How can your organization increase its agility, alignment, and accountability to improve performance? Developing performance management capabilities means changing the way people are empowered to make better decisions. It requires a transition from a restrictive, command-and-control approach to management style that includes more participants in the performance management process. Drive Business Performance shows you how.
Starting with a forward by Dr. Robert Kaplan and Dr. David Norton, creators of the revolutionary Balanced Scorecard approach, Drive Business Performance reveals how to effectively align performance with technology, creating a best-in-class information management system and amplifying individual employee impact.
This groundbreaking guide provides a deep understanding of how to achieve enterprise performance management objectives, backed up by firsthand accounts from Fortune 500 companies that are winning by building accountability, intelligence, and informed decision making into their organizational DNA. Drive Business Performance explains the competitive advantage experienced by organizations that create and manage a “Culture of Performance.”
Part of Wiley's Microsoft Executive Leadership Series, Drive Business Performance fills a gap in the literature on managing performance. This innovative, jargon-free book demystifies performance management, with detailed guidance for organizations to replicate top performers' results, including the recommended skills and assets needed to successfully compete in today's business environment.
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The Culture of Performance (CoP) Model presented by the authors bridges a gap between the establishment of a performance measurement framework (e.g., Balanced Scorecard, TQM, Lean, etc.), and the tools and methods brought to bear in executing performance measurement (read: Business Intelligence). CoP is a comprehensive model for evolving organisations into the strategy-focused enterprises that Drs. Kaplan and Norton envisioned years earlier. To be certain, we all stand on the shoulders of giants.
That the authors chose to include "culture" in the name of their model cannot be understated: it directly addresses organisation-wide cultural transformation as it relates to the adoption of performance management (through the model's six phases). The authors demonstrate, with compelling evidence, that a company is more likely to achieve its desired outcomes when all its members adopt a performance-oriented mindset. Here, case studies on Expedia, Energizer and The Veterans' Health Administration (U.S.) each strike a chord on the sometimes painful transformation to a culture of performance. Aziza and Fitts make these findings practical, encouraging incubation through scored questionnaires, supporting capability models (MAP) and guiding principles. The final chapter of the book provides an excellent summary that aligns said scores to an entry point into the CoP model; this provides a reasonable indication of where an organisation may begin to improve business performance.
This excellent book warrants careful review and consideration-- it represents fresh and illuminating thinking from two of the most prominent figures in the field of performance management. For executives, directors and managers looking to improve business performance (as well as consultants specialising in performance management) consider this book essential reading.
I recommend this book to company leaders and executives who are trying to implement changes and see the value in performance management, but don't necessarily see a path to accomplishing the implementation. This book is also a good fit for leaders and executives who have implimented a formal style of culture developement, but are noticing weaknesses or areas that are not covered.
This book provides a great blend of concepts and blueprints, accompanied by examples of how companies have implimented these techniques successfully. It is an easy read and the forewards are great as well. The only reason why I gave this book a 4 out 5 is I found the last section to be a bit wordy and longer than necessary, however if you are intending to impliment their steps verbatium, this part will be of high value to you and you should not be swayed by my opinion of this. Other than that, I love the book, highly recommend it and have become a regular follower of Bruno since!
While the authors refer to this domain as `performance management,' it's not to be confused with the annual Human Resources review process, but rather all of the people, process, and technology involved in sustainably executing your strategy: including monitoring, analyzing, and planning the key drivers of value for your business.
This book is not too technical nor too theoretical. It has the right balance of business perspective, systems enablement, and process maturity to give a good overview of the promise of EPM and strategy execution. It makes liberal use of case studies, examples and stories to illustrate points and give more depth to the insights.
* Fact-based, data-driven decision making (p.12)
* Strategic, Operational, and Tactical Decisions (p28)
* The Foundation for Decisions: information & trust (p32)
* Competitive Benchmarking (p16)
* The `right' metrics (p49, 69)
* Line of Sight visibility (p.93)
* Accountability Mapping (p 226) and also how difficult it is to visualize and map metric relationships (p. 69)
* A very good "uber" model for determining where to focus your efforts (p.254)
They also follow-up the book with more information on their companion website at [...]
All in all, a very good read and certainly belongs on the bookshelf of any EPM manager and any CIO and CFO....hopefully dog-eared and well-worn.