Corporate Performance Management (CPM): Strategic considerations before selecting software applications.

In this article http://goo.gl/MDW50 from the Smart Data Collective the author, Bernard Marr, advises a five step process for introducing CPM.  The last step, selecting an IT process and using it appropriately is a key success factor. CPM software applications facilitate data integration, process alignment, analysis and reporting to a level that would never be possible without automation.  A comprehensive list of CPM software vendors is also provided by the Advanced Performance Institute.

In this article Bernard defines the following steps:

1. Map strategy
2. Collect meaningful data
3. Ensure strategic alignment
4. Create a positive learning culture
5. Automate appropriately

   

“Continual Improvement” Using Sustainability Metrics. 12 Steps to Planning, Accountability & Resources

In this article http://bit.ly/jRLG3Z  that focuses upon the strategic goal of sustainability the author highlights 12 key considerations for designing continuous improvement metrics.  Whilst the article was focused upon sustainability the 12 considerations would apply for all strategic operational directions.

1. Measure things that add value to organizational decisions. Measuring for the sake of measuring is a waste of time.
2. Make goal-setting a 360-degree exercise- Look inward through the organization rank and file for innovative ideas.  Seek advice and input from external stakeholders too (your suppliers and customers matter too!).
3. Commit to what you can control or influence.  Don’t make broad declarations that you cannot achieve because you’ve no influence. Don’t over commit ( although a few heretically goals here and there aren’t too dangerous)
4. Get some quick wins under your belt.  This will enhance the momentum behind the effort.  Remember to scale performance incrementally in line with the financial and labor resources that you’ve budgeted
5. Own the goal and be accountable.  It’s not likely that organizations will succeed in meeting their goals without someone keeping track.  Make sustainability performance part of personal or group performance evaluations.
6. Measure, Report, Repeat.  Don’t stop at the first sign of success or trouble.  Look for ways to press on, raise the bar and continually improve.  Report progress regularly (sometimes monthly, sometimes quarterly.  It all depends on what is being measured. 
7. Go Short, Go Long.  Set some targets as short term goals, but think long term too (three to five years out), and in alignment with corporate strategies.  Most large companies like my client (Johnson & Johnson), Unilever, Sony and many others usually set five to eight year planning horizons.
8. Measure things that compare well but slightly differentiate yourselves from your competitors. Novel and unique metrics are just as important to differentiating you as your products.
9. Seek out globally-recognized metrics (like the Global Reporting Initiative) to assure that multi-national companies who also measure sustainability metrics can apply the data to their own goals.
10. If you are a large company with multiple department, divisions or sites, the metrics of the subordinate organizations must be able to be “rolled up” in a way that addresses the entire organization but still meets site or department specific needs. 
11. Report the Bad with the Good:  No one’s perfect and a little self deprecation, even in business can pay handsomely from a reputational point of view.  In this WikiLeaks era, information moves swiftly.  Stay ahead of “the story”, own up to the shortfalls, you’ll be forgiven and given more credit for your successes.
12. Build off of prior continual improvement initiatives to track perform over longer periods of time.  It’s not like you flicked on a switch one day and became the sustainable organization that you aspire to be.  It takes time.

The Performance Prism

Together with the Balanced Scorecard methodology it is recommended that the Performance Prism  http://bit.ly/lyZGlc approach is considered when thinking about what to measure.

A prism refracts light. It illustrates the hidden complexity of something as apparently simple as white light. So it is with the Performance Prism. It illustrates the complexity of performance measurement and management.

Performance is not uni-dimensional. To understand it in its entirety, it is essential to view from the multiple and interlinked perspectives offered by the Performance Prism.