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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.
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By GSMIweb on 22-Apr-10 02:43.
Analog Devices: 1986-1992 The First Balanced Scorecard© by Arthur M. Schneiderman The first balanced scorecard was created in 1987 at Analog Devices, a mid-sized semiconductor company. This e-book chronicles its development over the period of 1986-1992. By understanding the environment in which it was born and nurtured, and how it grew over time, I hope you will gain insights that will help you in your efforts at improved organizational performance and competitiveness. During my tenure at Analog from 1986 through 1992, I was the process owner for non-financial performance measurement and the balanced scorecard. In documenting this history, I've relied heavily on my early audio or video taped presentations. I want to be sure that I'm not inadvertently revising history; time tends to have that effect. My principal objectives are to provide you with period data that demonstrates how Analog linked its performance measurement system to its Corporate Objective and business strategy and the richness and completeness of the improvement infrastructure that we had in place. You can be the judge of how it compares to current best practices.
What Does PerformancePoint's Failure Say About BPM? Meg Waters February 26th, 2009 Avid readers of BPM Express will recall that in the fall of 2007 Microsoft debuted PerformancePoint Server amid much fanfare. The business performance management (BPM) market was roiling from the year's rampant M&A activity, and the entry of behemoth Microsoft got a lot of attention. The company seemed to be serious about becoming a player. Even in its first version, PerformancePoint encompassed a comprehensive approach to BPM. It included data visualization and dashboard functionality, which Microsoft purchased through its acquisition of ProClarity, and it included a planning and reporting platform that Microsoft spent several years developing. The company sounded a populist note in its PerformancePoint promotions. It claimed that the BPM suite, which fell under the wide Office umbrella, would expand the scope of BPM beyond finance, bringing it to desktops throughout the organization. That was an attractive idea, but the shine wore off pretty fast.
The Elephant in BPM's Room: Unhealthy Performance Management Policies By Forrest W. Breyfogle III | Jul 28, 2009 The economic crisis was caused, in part, by fundamental business process management (BPM) issues that led to some destructive behaviors and left companies with very poor resistance to economic stresses. Yet little attention seems to be given to these elephant-in-the-room issues. In discussions of the causes of our current economic and financial troubles, many commentators have focused on greed as a major factor that led to severe unintended consequences. Others -- bloggers from the Harvard Business Review (HBR), for example -- have placed the blame for the crisis on the failings of our business schools. It seems to me that many of our present difficulties can be traced to failures in overall enterprise governance systems. The economic crisis was caused, in part, by fundamental business process management (BPM) issues that led to some destructive behaviors and left companies with very poor resistance to economic stresses. Yet little attention seems to be given to these elephant-in-the-room issues. Take, for example, Lean and Lean Six Sigma projects. These are often reported to produce improve
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.
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.
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