Resource Library

GSMI offers a comprehensive library of blogs, Articles and White Papers, discussing today's hottest and leading management methodologies and strategies.  Use the navigation to scroll through and find the information that pertains to you and your performance management needs.

GSMI is always looking for the most up to date case studies and effective information to provide executive leaders today.  If you have an interesting article to publish fill the form out below and contact us.


By GSMIweb on 22-Apr-10 02:02.

Design to Align: The Key Component in BPM Success By Simon Tucker and Ron Dimon | Apr 17, 2009 The cleanest data, the latest tools, and the most advanced infrastructure can't guarantee success for your BPM project if it's out of synch with the organization at large. Here's how to get your ducks in a row. The word "alignment" may have lost some of its value in business conversations through overuse lately, but for business performance management (BPM) projects, the requirements that it denotes remain essential. The Random House Unabridged Dictionary defines alignment as "a state of agreement or cooperation among persons, groups, etc., with a common cause or viewpoint." It's easy to see how BPM enables this "state." Ideally, BPM provides an environment of cooperation (for purposes of modeling, planning, and reporting and analysis) that supports agreement (one version of the truth) among the various persons and groups within the organization. And it helps those users take action in pursuit of their "common cause": achieving performance targets, executing company strategy, and delivering value to stakeholders.
By GSMIweb on 22-Apr-10 02:01.

Captain Jack and the BPM Market: Performance Management in Turbulent Times By by John Colbert | Jun 1, 2009 Just like the fictional Master and Commander, today's business executives face tempestuous challenges. BPM can help them to chart a course through the storm, even as the winds of change buffet the major market players. In the early scenes of the epic drama Master and Commander - The Far Side of the World, Captain Jack Aubrey, played by Russell Crowe, is found on the quarterdeck making decision after decision to protect his ship and save the lives of his crew (as well as his own) while accomplishing his mission. Gale-force winds, dense fog, the unrelenting sea, and the sinister presence of an enemy ship threaten the captain's chances of survival, and he has to make constant course modifications, jettison a fallen mast (along with a deckhand), and demonstrate supreme confidence to his crew so that they can all survive to see another day of blue skies and calm seas.
By GSMIweb on 22-Apr-10 02:00.

During this past year, business performance management (BPM) became a core offering of the world's largest software vendors. IBM, Oracle, and SAP all now have market-leading products in this area. These solutions are not primarily homegrown but instead are the result of prior acquisitions. This group of companies, along with Infor, SAS, and several others, essentially form the top tier of BPM vendors. Their offerings tend to be comprehensive, combining BPM with business intelligence (BI) and in some cases ERP. The next group of solution providers is focused on what we define as financial performance management suites. This consists of budgeting, planning, forecasting, consolidation, and reporting, as well as scorecards and dashboards. While this group has been shrinking over the years due to acquisitions by BI or ERP vendors, it is now rebounding and is more robust than ever. Some vendors that had been overshadowed in the past, such as Longview and Clarity, are now coming into their own. In addition, some products developed outside of the U.S. have recently been added to the mix as companies such as Tagetik and Carpio have entered the U.S. market. This group is also the home of some of the most successful vendors targeting the midmarket. Adaptive Planning, with its SaaS offerings, and Prophix are two leading choices in this segment.
By GSMIweb on 22-Apr-10 01:59.

A New Brand of Value: Integrating Branding into Corporate Performance Management By James Gregory, Bob Paladino, and Jill Akman | Apr 22, 2009 Performance management activities do not generally focus on the performance of the corporate brand. But adding measures of brand familiarity, favorability, and loyalty to corporate performance management processes sets the stage for better corporate strategy execution. Every business has a corporate brand that requires attentive management. Brands have an innate power to either hurt or help a company; the organization determines which of these two possibilities becomes reality through the ways in which it leverages the brand. Sometimes the corporate brand is thought of as a cost center, but organizations are better served by viewing it as a business asset. A company needs to understand its brand, gauge its effectiveness and potential, and manage the brand as it would any other asset. This is a challenging proposition. A corporate brand affects multiple audiences, both internal and external. Internally, a brand touches employees, management, shareholders, partners, and vendors. Externally, the brand can reach the media, prospective investors, customers, and everyone else who interacts with the organization.
By GSMIweb on 22-Apr-10 01:58.

The Balanced Scorecard: An Approach for Linking Strategy to Action ...or is it?© by Arthur M. Schneiderman An edited version of this essay appears at Optima Media Group's Scorecard strategy website Introduction Visit most any mid- to large-size organization and they will proudly describe their balanced scorecard (BSC). Ask them what they use it for and you will get a response (uncomfortably reminiscent of the drone from brainwashed characters in the 1950s movie The Manchurian Candidate): "We use it to link strategy to action." Dig a little deeper and they will tell you that they read a business article, attended a conference, or hired a consultant and that's where they learned about this great new business tool. But don't stop there. Ask them how they went about creating that scorecard and how they use it in their day-to-day management and the picture will start to become fuzzy. Probe even further and ask to see their BSC process flow diagram and you're likely to get nothing more than a blank stare.


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