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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.
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.
on 22-Apr-10 01:39.
During the summer of 2009, Prosci will be releasing a number of "Five tips" tutorials. These tutorials will provide simple, actionable steps to improving change management application. Each tutorial will focus on a particular element of change management, including:
• Five tips for: Succeeding in change management
• Five tips for: Sizing your change management efforts
• Five tips for: Better communications
• Five tips for: Managing resistance
• Take the survey at the end of this tutorial to
let us know which tips you are most interested
in reading more about
The first "Five tips" tutorial looks at being successful in change management. The tips come directly from practitioner experience and benchmarking data from Prosci's six benchmarking studies conducted over the last 12 years (Note: the 2009 edition of Best Practices in Change Management will be released this summer).
on 22-Apr-10 01:38.
The first tutorial in this two-part series addressed the change associated with improvement systems - implementing approaches and methodologies that create change in an organization. While the large scale organizational structural changes associated with reorganization or acquisition activity often utilize change management, structural changes associated with improvement systems - like creating an office or team or group to take the lead with a particular methodology or system - are often ignored. This tutorial presents
• A high level look at the importance of managing structural changes coming from improvement approaches
• An introduction to the Change Management Office as an emerging structure
• A discussion on the change associated with an Internal Consulting function from special guest author Dr. William Trotter.
on 22-Apr-10 01:37.
The ultimate goal of change management is to engage employees and encourage their adoption of a new way of doing their jobs. Whether it is a process, system, job role or organizational structure change (or all of the above), a project is only successful if individual employees change their daily behaviors and workflows. This is the essence of change management - mobilizing the individual change necessary for an initiative to be successful and deliver value to the organization.
There is a whole system of people in the organization responsible for supporting employees in making this transition. From the highest levels of leadership to front-line supervisors, effectively managing change requires a system of actors all moving in unison and fulfilling their particular role based on their unique relationship to the change at hand. This tutorial examines the five key change management roles:
• Change management resource/team
• Executives and senior managers
• Middle managers and supervisors
• Project team
• Project support functions
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