Performance Controller

"However beautiful the strategy, you should occasionally look at the results"...WC Print

Craig Schiff, this week in his blog has an excellent piece that goes to the heart of the value of busi8ness performance management  (BPM).

The significant value important in the way BPM is implemented comes with the focus it brings to make changes for a culture of greater shared thinking.

Skunk projects using free software are just not the way to do that. For it to work it must have buy in at the grass roots. This starts with the step of internal selling and going thru the organizational pain of doing proper evaluations. IT or Finance should not take short cuts if they want to champion such initiatives.

In the end the technology and choice of software is the least of the issues. As Craig expands on, what is more important is the scope of business change to use BPM and understanding what needs to be measured and who it is deployed to and so on.

I agree too that offers of free tools and services must be questioned. Alternatively there is value in offering to review to have fixed some of the very poor implementations that have come from ill founded scuttle approaches that result from freebies. This exploitation phase in such expedient cases is so often never done.

In the end the value extending the use of a BPM system brings with it the greater value to justify investment in more licenses. That makes for better reference sites for vendors and everyone wins, especially the customer.

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According to an interview with Nobel laureate Joseph Stiglitz by Suttichai Yoon of National Multimedia, Asia itself has a huge domestic potential by having a large population base with savings and a wide demand for investment.

This is extremely true especially when your business is a service base and revenues are generated from services. Services business more or less focuses more on domestic economy compared to international trade like US or Europe.

In an article “THE CFO’S ROLE IN THE DOWNTURN”written by Colin Walter from PWC. He mentioned

Cash is king: Companies that came out of the last recession on top had an average net debt-to-equity ratio before the downturn of half that of the companies that were not successful. They also had more cash on hand.

and Taking out the wrong costs can be worse than taking out no costs at all.

I’ve meet business owners that focuses on cutting cost no matter what, the question is “where in the company should we start focusing?” Confidence on these questions comes from a reliable management information as cited by Colin that;

Reliable Management Information: The more volatile the market, the more you need to be able to trust your information.

Curiously, most companies stick with their same old reporting templates and key performance indicators (KPIs) because "this is how we’ve always done it". Forecasting and scenario modeling are critical in volatile markets.

Service companies are now likely starting to invest in building their data warehouse and investing in Business Intelligent to support their business needs in volatile markets.

Those already served or underway will benefit especially now as the economy is showing signs of up turn.. Those who don’t begin  to address this and get this capability will surely have difficulty to sustain

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