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.

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By GSMIweb on 22-Apr-10 02:45.

Perspectives on the Balanced Scorecard© by Arthur M. Schneiderman I have several working hypothesis on the balanced scorecard: • Analog Devices scorecard implementation (1987-1992) is still a best practice. It contained all of the popular elements identified by today's balanced scorecard promoters including: • top-management ownership of the processes for creation and management of the balanced scorecard, • a complete set (the vital few) of rigorously defined metrics that characterize progress toward its strategic objectives, • a clear and compelling story linking these metrics to Analog's Corporate Objective and business strategy, • a rigorous process for setting aggressive long-term, intermediate and short-term goals (the half-life method) consistent with organizational capacity and resource requirements, • deployment of scorecard goals to individual action agents and their knowledge based personal ownership and commitment to achievement of these goals, • a state-of-the-art improvement process for achieving the highest possible rates or improvement on scorecard metrics, • a formal process for its ongoing refinement.
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By GSMIweb on 22-Apr-10 02:44.

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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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.
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By GSMIweb on 22-Apr-10 02:03.

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.
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By GSMIweb on 22-Apr-10 02:03.

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
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