- Hardcover: 192 pages
- Publisher: Wiley; 1 edition (November 9, 2009)
- Language: English
- ISBN-10: 0470408863
- ISBN-13: 978-0470408865
- Product Dimensions: 6.3 x 0.8 x 9.3 inches
- Shipping Weight: 8.8 ounces (View shipping rates and policies)
- Average Customer Review: 6 customer reviews
- Amazon Best Sellers Rank: #1,519,857 in Books (See Top 100 in Books)
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Profiles in Performance: Business Intelligence Journeys and the Roadmap for Change Hardcover – November 9, 2009
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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." (AccountingWEB.com, February 15, 2010)
From the Inside Flap
So many organizations invest in enterprise performance management(EPM) and business intelligence (BI) solutions without the neededconditions to ensure success. As it turns out, the rightculture—one which is receptive to BI and EPM—is oftenthe missing ingredient. In his book, Howard Dresner author ofThe Performance Management Revolution, worked with severalextraordinary organizations to understand their thriving"performance-directed culture." In doing so, he developed a uniquematurity model—which served as both a filter to selectcandidates and as a lens to examine accomplishments. Spending timeonsite, he got to know the people, their businesses, and theircultures.
The author interviews people from all sides of the organization,including business users, finance professionals, senior management,and the IT department, to present a complete picture of theirprogress from inception to current state. The models, analyses, andreal-world accounts from these cases will be an invaluable resourceto anyone hoping to improve or initiate their ownperformance-directed culture.
These detailed case studies reveal key insights into developinga performance-directed culture, including:
The strategic, operational, and technical aspects
The four essential forces
Different paths forward: IT-driven vs. business operations,finance, or executive management
Setbacks, "wake-up calls", and other lessons learned
A thought-provoking exploration of the fascinating intersectionbetween people, processes, and technology, Profiles inPerformance: Business Intelligence Journeys and the Roadmap forChange is an important tool for all levels of management,providing key insights into the formation of a performance-directedculture and a glimpse into those organizations that havesuccessfully created one.
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Through real-world experiences and specific comments shared by leadership across these organizations, Howard constructed this powerful toolkit for other leaders challenged to begin their journey. He points out that leadership and organizational alignment are needed to augment the data which will facilitate analytics and ultimately enable the transformation into a performance-directed culture. The Cleveland Clinic profile is a telling example of such leadership to which I can speak first hand.
While I recommend this book as an insightful read for leadership in any industry, I challenge all healthcare leaders to indulge in reading this powerful book as work continues in transforming the healthcare industry through automation and analytics. Given my professional focus and personal passion towards improving the business of health, I believe this is a must read for clinical and non-clinical leadership alike.
He said when he began work on his book, his intention was to capture and present best practices of performance management, but along the way, he realized that the missing element that determines success or failure really boils down to the notion of culture. Just as well that he decided to write about performance-directed culture, because he wrote a great and insightful book.
In the book, Howard explains the Performance Culture Maturity Model, a comprehensive model created by him to understand the way of organizations have taken in their search for better performance. The model has six dimensions and four levels of achievement, where the four levels of maturity determine how mature an organization is in each of six performance-directed culture criteria.
He used the Performance Culture Maturity Model as a filter to help select four organizations, and wrote well detailed case studies about them. He wrote one chapter for each organization, showing the issues and efforts to build and sustain a performance-directed culture, and also sharing their setbacks and successes.
I completely agree with his definition: "The performance-directed culture is a journey, not a destination."
The book is an outstanding reference on how to build a culture of performance in the organizations, and is highly recommended reading for everyone involved with performance management.
The case examples Howard uses are diverse, the common-thread being cultural issues faced by high performing organizations are similar, even though their business structures are not. Both business and non-profit organizations are profiled here, showing that striving for performance excellence in not unique to the business world.
It was interesting read about the journeys these different groups took in their quest for performance. It shows that a performance culture can be attained by companies wanting to make a difference. I read the book over 2 days, soaking in the lessons contained in side.
All in all, a great book with lots of valuable ideas.
The key sentence for me is on page 149: ". . . their stories are all about change: how to create and foster change; how to manage and sustain change; and how to overcome impediments to it."
A worthy book by any measure.