performance

The Performance Management perspective

Submitted by Luca Quagini on Wed, 11/04/2012 - 10:54
Performance Management

Changes, speed of changes, expected objectives and change performance are the key issues that managers are facing and implementing within their guidelines in order to update their business operations and adjust to the new global economic scenario.

Performance Management in the slowdown: it’s the right time for doing better!

Submitted by Luca Quagini on Tue, 29/11/2011 - 11:04
Performance Management in the slowdown: it’s the right time for doing better!

In times of great uncertainty, in tough times where markets sharply reveal the loss of confidence, not just the world of finance, but also manufacturing companies are forced to deal with rapid rethinking and restructuring of their business model.

The identification and implementation of the “right” strategies and programs are no longer driven by searching only the growth, but these are “simply” essential choices for the protection of their positioning.

When the timing is no longer an option!

Submitted by Marco Liberati on Mon, 14/11/2011 - 17:44
When the timing is no longer an option!

The volumes and activities of European manufacturing companies have proved to be declining for the third consecutive month! And the trend in new orders doesn’t suggest a rosy future for the next quarter.

Interpreter, engineer and communicator

Submitted by Luca Quagini on Sat, 12/11/2011 - 16:11

The CPO should be the interpreter of cause-and-effect relationships and the engineer of Modeling Data Management as well.

Companies that do not develop a CPM initiative in a coherent map of the main business components, their mutual influences and diagrams cause and effect, such as the Balanced Scorecard, can not expect a different result from the simple viewing a list of KPIs.
 

It’s time for the CPO: the Chief Performance Officer

Submitted by Luca Quagini on Thu, 10/11/2011 - 17:17
Chief Performance Management

In times when talking about budget and performance seems to be in contrast with the purpose of resolving the confusion in the markets and to find solutions to improve unstable periods, I want to emphasize the belief that it is precisely now the right time to start our organizations in a serious program aimed at the Performance Management.

We are in that particular situation where the priorities to face become opportunities to improve the structural capacity of our enterprises.

CPM Roadmap: towards a Performance-Driven Culture

Submitted by Javier Urioste on Fri, 21/10/2011 - 18:48
CPM Roadmap: towards a Performance-Driven Culture

No company is like any other. Therefore, no solution for Corporate Performance Management can be defined as static. Peculiarities of models, metrics and modes do not have to lead to consider Performance Management initiatives as lacking of design and application settings.

Considering we can have three types of metrics – Financial, Operational and Performance - , the objectives of CPM projects can be grouped into three main categories: Strategic alignment, Performance planning and Result monitoring

The CPO as the architect of business metrics

Submitted by Luca Quagini on Tue, 11/10/2011 - 10:03

The definition of corporate metrics, that is an important past of the Chief Performance Officer's taks, is an activity involving great interaction. Discussion and results that are obtained during the identification and definition of the relationship between different KPIs is a critical process, whatever the following realization phases.

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