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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 01:57.
Must Your Scorecard be Balanced?©
by Arthur M. Schneiderman
An edited version of this article appears in strategy + business
Conventional wisdom mandates that a scorecard contain a balance of:
financial and non-financial, lagging (results or retrospective) and leading (process or predictive), externally (customer) and internally (processes) focused, and short-term and long-term metrics.
It also demands representation within a prescriptive framework; most often financial, customer, internal, and learning and growth.
But is this really necessary? Let's first look at the origins of the "balanced" part of the scorecard.
on 23-Mar-10 17:25.
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.
on 23-Mar-10 17:14.
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.
on 23-Mar-10 12:52.
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.
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