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March 2008 Andy Steeds Performance Measurement or Performance ...
March 2008 Andy Steeds Performance Measurement or Performance ...
March 2008 Andy Steeds Performance Measurement or Performance ...
March 2008 Andy Steeds Performance Measurement or Performance ...
March 2008 Andy Steeds Performance Measurement or Performance ...
March 2008 Andy Steeds Performance Measurement or Performance ...
March 2008 Andy Steeds Performance Measurement or Performance ...
March 2008 Andy Steeds Performance Measurement or Performance ...
March 2008 Andy Steeds Performance Measurement or Performance ...
March 2008 Andy Steeds Performance Measurement or Performance ...
March 2008 Andy Steeds Performance Measurement or Performance ...
March 2008 Andy Steeds Performance Measurement or Performance ...
March 2008 Andy Steeds Performance Measurement or Performance ...
March 2008 Andy Steeds Performance Measurement or Performance ...
March 2008 Andy Steeds Performance Measurement or Performance ...
March 2008 Andy Steeds Performance Measurement or Performance ...
March 2008 Andy Steeds Performance Measurement or Performance ...
March 2008 Andy Steeds Performance Measurement or Performance ...
March 2008 Andy Steeds Performance Measurement or Performance ...
March 2008 Andy Steeds Performance Measurement or Performance ...
March 2008 Andy Steeds Performance Measurement or Performance ...
March 2008 Andy Steeds Performance Measurement or Performance ...
March 2008 Andy Steeds Performance Measurement or Performance ...
March 2008 Andy Steeds Performance Measurement or Performance ...
March 2008 Andy Steeds Performance Measurement or Performance ...
March 2008 Andy Steeds Performance Measurement or Performance ...
March 2008 Andy Steeds Performance Measurement or Performance ...
March 2008 Andy Steeds Performance Measurement or Performance ...
March 2008 Andy Steeds Performance Measurement or Performance ...
March 2008 Andy Steeds Performance Measurement or Performance ...
March 2008 Andy Steeds Performance Measurement or Performance ...
March 2008 Andy Steeds Performance Measurement or Performance ...
March 2008 Andy Steeds Performance Measurement or Performance ...
March 2008 Andy Steeds Performance Measurement or Performance ...
March 2008 Andy Steeds Performance Measurement or Performance ...
March 2008 Andy Steeds Performance Measurement or Performance ...
March 2008 Andy Steeds Performance Measurement or Performance ...
March 2008 Andy Steeds Performance Measurement or Performance ...
March 2008 Andy Steeds Performance Measurement or Performance ...
March 2008 Andy Steeds Performance Measurement or Performance ...
March 2008 Andy Steeds Performance Measurement or Performance ...
March 2008 Andy Steeds Performance Measurement or Performance ...
March 2008 Andy Steeds Performance Measurement or Performance ...
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March 2008 Andy Steeds Performance Measurement or Performance ...

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  • So how can technology help? In addition to looking to technology to drive growth (and improve visibility), organizations are also under pressure to leverage their substantial investments in IT that they’ve already made. They’ve made large IT investments over the years in the name of efficiency…now they need to leverage those investments to assist in driving profitable growth. This pressure to drive profitable growth and leverage previous IT investments has fueled the growth of the performance management software market. Performance Management technology is all about the metrics, processes, and methodologies used to monitor and manage business performance. (Gartner defines CPM as “… an umbrella term that describes the methodologies, metrics, processes, and systems used to monitor and manage the business performance of an enterprise.) Performance Management technology has served organizations well for many years. It has significantly improved visibility, decision making, and efficiencies. But, the traditional approach to performance management (which is almost entirely focused on performance metrics , due to the analytic roots of the BI vendors) has not fundamentally changed the business and it has certainly not been a mechanism for driving growth. That’s because there’s more to performance management than metrics, dashboards, and scorecards.
  • In the post-Enron and -dotcom world, numerous market forces are driving dramatic change for virtually all businesses —regulatory, competitive, economic, and strategic. Organizations have largely reduced costs and inefficiencies as much as possible. Now, it’s time to grow the business. Due to this pressure, organizations are looking to technology to help them drive profitable growth. In fact, Gale Daikoku, of Gartner, was recently quoted as follows: “ For two decades technology helped cut costs. Now we need it to boost revenues.” In the 2004 Gartner/RIS News report on retail, Jeff Roster was quoted as follows: "IT is evolving from primarily a tactical driver of efficiency to a strategic driver of sales" Analyst quotes: “ For two decades technology helped cut costs. Now we need it to boost revenues.” Gale Daikoku Research Director Gartner "IT is evolving from primarily a tactical driver of efficiency to a strategic driver of sales" Jeff Roster Executive Technology / Gartner Retail IT Spend Trends and Business Priorities Survey January 2004
  • The problem for most organizations is that there is a fundamental disconnect between corporate strategy and day-to-day activities. While companies have looked to performance management technology to help them monitor and manage the business performance of the enterprise, the performance metrics have not been tied to strategic objectives. Strategy, objectives, risks, and resources are discussed at the executive management and board level. However, performance management tools, day-to-day activities, and the average employee are not connected to those things. Why? Because traditional performance management tools focus exclusively on metrics —ignoring the process and methodology elements of performance management. Therefore, they have no mechanism for tying metrics to strategy. As a result, organizations can measure performance, but they can’t manage it . That might explain to some extent why 90% of companies fail to successfully execute strategy (per Fortune Magazine) and fail to drive breakthrough performance.
  • Strategic Management System – a comprehensive system that manages the key business processes that impact strategy execution, including objective management, initiative management, resource management, risk management, and incentive management. CorVu’s strategic management system consists of four integrated modules/components designed from the ground up for managing business performance across the enterprise. The system was designed to leverage a business intelligence platform to seamlessly pull data from any data source. Performance Metrics – CorVu’s purpose-built performance management application provides a robust business intelligence platform for automated data exchange, reporting, and analysis. It automates the exchange of data from any source, including ERP systems, CRM systems, legacy systems, data warehouses, and spreadsheets.
  • BI covers a wide range of solutions, not just Pivot Tables (Cognos Agenda) and Portals (BO Agenda). Plus CorVu performs all of the above with a single product, CorVu’s Quick Reports is a competitive advantage if positioned as: interactive analytical reporting, or business performance reports Quick Reports is also a great adhoc reporting tool, but we must remember that Adhoc reporting and Pivots tends to advantage Cognos Enterprise reporting using our Technical Report Writer is a competitive weakness for us, but CorPortfolio features can counterbalance that perception. Ie. Show CorPortfolio, not Report Writer Advanced analytics is an advantage, since others require extra products to do this, and many businesses will aspire to doing smarter business analysis, even if they aren’t ready for it now CorVu’s data management using the Dynamart and our ABA servers is a strength (called ADX for impact) Simple Dashboards are possible using CorBusiness V5 Menus or CorPortfolio. More complex Scorecard requirements can be delivered using CorStrategy. Other areas noted are performed by most competition, but are still worth noting.
  • Transcript

    • 1. March 2008 Andy Steeds Performance Measurement or Performance Management
    • 2. Agenda
      • Company Overview
      • Evolution of Performance Management
      • The role of Business Intelligence today
      • Measuring, modelling and managing performance
      • Deployment to the masses
      • Summary
    • 3. Company Overview
      • Provider of Business Intelligence and Performance Management systems
      • Automate business performance improvement methodologies (eg. Six Sigma, BPR, Lean, Kaizen, Balanced Scorecard)
      • 6,000+ customers
      • 90 employees
        • Sydney – Asia Pacific (global research & development)
        • London – EMEA
        • Minneapolis
    • 4. Performance Measurement … But there’s more to performance management than metrics, dashboards, and scorecards. For two decades, organisations have been deploying technology to measure performance...
    • 5. The need for performance management
      • Key Market Forces Driving Change
      • Accreditation – ISO 9001, TQM etc
      • Competitive – EU Enlargement, Euro Zone, Eastern Europe, China
      • Economic - R ecovering global economy, emerging markets
      • Strategic – Embrace new global opportunities, increase market share
      • … Creating unprecedented pressure to
      • drive profitable growth
      • &
      • improve corporate visibility
    • 6. The need for performance management
      • Strategy, initiatives, resources, and risks are discussed at the executive level
      • But day-to-day activities and performance metrics are often unrelated
      As a result …. Many organisations can measure performance, but cannot manage it Day-to-Day Activities Performance Metrics Strategy Disconnect
    • 7. Measurement Systematic measurement is important in understanding where you are. … .But pointless if not used in conjunction with an end goal and supporting strategy.
    • 8.
      • Where are we going?
      • How do we get there?
      • What could go wrong?
      • Why will people make it happen?
      • How is it to be paid for?
      CorVu’s Unique Solution      Communicate Vision & Objectives Manage Initiatives Manage Risks Create the Right Incentives Manage Resources Strategy Day-to-Day Activities Objective Management Resource Management Risk Management Incentive Management Performance Metrics Initiative Management
    • 9. Performance Management Strategy Aligned Initiatives & Day-to-Day Activities Strategy Aligned Initiatives & Day-to-Day Activities Business Intelligence CRM Legacy Data Warehouse Excel ERP Strategic Management System Performance Metrics Objective Management Resource Management Risk Management Incentive Management Initiative Management
    • 10. Architecture Others Production monitoring Consolidated Performance Repository ERP Supply Chain Systems Human Resources Automatically scheduled reports dashboards and graphical scorecards Spreadsheets Measures & Data Automatic extraction, multiple data sources Data Framework Data Manual entry Internet/Intranet
    • 11. CorBusiness Business Intelligence for Business Users 
      • Purpose-built Analysis
      • interactive analytical reports
      • business performance reports
      • operational reporting
      • exception alerts (email, SMS)
       
      • Purpose-built Analysis
      • Adhoc Analysis
        • adhoc reporting for business users
        • adhoc graphical analysis
        • adhoc pivot tables
       
      • Purpose-built Analysis
      • Adhoc Analysis
      • Adhoc Reports
      • Adhoc Graphical Analysis
      • Adhoc Pivot Tables
       
      • Purpose-built Analysis
      • Adhoc Analysis
        • adhoc reporting for business users
        • adhoc graphical analysis
        • adhoc pivot tables
        
      • Purpose-built Analysis
      • Adhoc Analysis
      • Advanced Analytics
      • Data Mining
      • ‘ What-if’
      • Forecasting
      Purpose-built Analysis Adhoc Analysis Advanced Analytics Dashboards     Purpose-built Analysis Adhoc Analysis Advanced Analytics Dashboards Management Report Packs     
    • 12. Knowledge Library Links all Data sources/tables/fields for point and click inclusion.
    • 13. Dynamically Drill down from summary to the most granular level of detail
    • 14. Simple ad hoc changes to drill down scenarios on the fly.
    • 15. Simple ad hoc changes to drill down scenarios on the fly.
    • 16. Drag and drop changes to pivot table dimensions, pick lists etc.
    • 17. Intuitive Quick Report Wizard…
    • 18. … produces easily formatted, colour conditioned, drillable reports with expand/collapse columns and rows
    • 19. Add comments, drill through to detail, publish as pdf or html
    • 20. Drillable dashboards – summary to detail
    • 21. Executive alerts can be emailed to owners if pre defined conditions/exceptions are met
    • 22. Architecture Others Production monitoring Consolidated Performance Repository ERP Supply Chain Systems Human Resources Automatically scheduled reports dashboards and graphical scorecards Spreadsheets Measures & Data Automatic extraction, multiple data sources Data Framework Data Manual entry Internet/Intranet
    • 23.  
    • 24. Organisational Hierarchy, (can roll up weighted scores in a parent child relationship) Scorecard Hierarchy, (can roll up weighted scores in a parent child relationship) Arrows indicate trends
    • 25.  
    • 26.  
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    • 33.  
    • 34.  
    • 35.  
    • 36.  
    • 37.  
    • 38.  
    • 39.  
    • 40.  
    • 41.  
    • 42.  
    • 43. Summary
      • Increase visibility and clarity of:
        • Strategic objectives (making performance everyone’s business)
        • Management information (eg. KPI’s, dashboards, trend analysis, forecast)
        • Operational processes requiring attention (plan, do, review)
        • Initiatives to achieve specific objectives
        • Cause and effect (relationships between departments, processes)
      • Alignment of operational activities to the organisation’s mission and overall company strategy (focusing on things that matter)
      • Single repository for performance information (online collaboration, web based work flow, version control, formula control etc)
      • Performance management , not just measurement

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