Post on 28-Dec-2015
transcript
“Business Performance Management”
ASIL, Inc.ASIL, Inc.
Corporate Performance Management
“The Importance of Integrity”
Facilitated by:Warren WhiteVP – Change Acceleration Services
ASIL, Inc. Proprietary Information
ASIL, Inc.ASIL, Inc. Unfolding a New Business Paradigm:Corporate Performance Management
Time
Value
1970 1980 1990 2000
Batch
Mainframe
PCs
LANs
Client/Server
Web
Web Services
Decision SupportMultidimensionalModel
ExecutiveInformationSystems -Graphical UserInterface
BusinessIntelligence -End-User analysis& AnalyticalApplications
Corporate PerformanceManagement -Strategy Analysis,FormulationAnd Execution
The evolution of managing performance
Time
Value
1970 1980 1990 2000
Batch
Mainframe
PCs
LANs
Client/Server
Web
Web Services
Decision SupportMultidimensionalModel
ExecutiveInformationSystems -Graphical UserInterface
BusinessIntelligence -End-User analysis& AnalyticalApplications
Corporate PerformanceManagement -Strategy Analysis,FormulationAnd Execution
The evolution of managing performance
2010
ASIL, Inc. Proprietary Information
ASIL, Inc.ASIL, Inc.
CustomerOr
MarketAssessment
GoalsKPIs
Measures
PerformanceAnd
Observations
Analysis,Improvements
AndAdjustments
VisionStrategiesObjectives
Pa
rtners
People
CustomerOr
MarketAssessment
GoalsKPIs
Measures
PerformanceAnd
Observations
Analysis,Improvements
AndAdjustments
VisionStrategiesObjectives
Pa
rtners
CustomerOr
MarketAssessment
GoalsKPIs
Measures
PerformanceAnd
Observations
Analysis,Improvements
AndAdjustments
VisionStrategiesObjectives
Pa
rtners
People
The Scope and Cycle of Corporate Performance Management
Inspect what you Expect!
Closed Loop
Performance
Management
Data
Management
Risk
Management
Strategic
Requirements
Planning
ASIL, Inc. Proprietary Information
ASIL, Inc.ASIL, Inc. The Process Scope of Corporate Performance Management
Vision Mission Strategies Goals Measures
Score Carding Corrective ActionReporting
Desired futurestate
Defining yourrole in achievingyour Vision
To support theMission to achieveThe vision
•Customer Sat.•Cost Performance•Delivery (on time)•Quality•Asset Performance
•Key Performance Indicators•Defining the critical few
•Presentation•Frequency•Exception Based•Dashboard Oriented•Trended Performance
(For People/Process/Provider)• Balanced• Integrated goals and measures• Weighted distribution• Confidence limits• Dashboard Oriented• Trended Performance
•Assessments•Auto Alerts •CAR Database•Closed Loop Process•Scorecard Initiatives•Trended Performance•Dashboard Oriented
Implement / Perform
ASIL, Inc. Proprietary Information
ASIL, Inc.ASIL, Inc. Facilitating effectiveCorporate Performance Management
Vision Mission Strategies Goals MeasuresDesired futurestate
Defining yourrole in achievingyour Vision
To support theMission to achieveThe vision
•Customer Sat.•Cost Performance•Delivery (on time)•Quality•Asset Performance
•Key PerformanceIndicators
•Defining the critical few
DEFINE STAGETools to Use:• Envision the Future
• Core Competency Review
• SWOT Analysis
• Stakeholder Assessment
• Risk Assessment
• Communication Planning
Results• Clarity of direction, definitive steps to take and means to baseline and measure results.
• Knowledge of skills availability, development and training requirements and required mitigation actions.
• Assessment of market conditions and opportunities for differentiation.
• Awareness of known and perceived risks and mitigation actions to maximize potential impact.
• Clear awareness of various entities roles in the driving success of the performance initiative.
ASIL, Inc. Proprietary Information
ASIL, Inc.ASIL, Inc. Facilitating effectiveCorporate Performance Management
IMPLEMENT / PERFORM STAGE
Implement / Perform•Customer Sat.•Cost Performance•Delivery (on time)•Quality•Asset Performance
Tools to Use:• Risk Assessment
• Stakeholder Assessment
• Communication Planning
• Integrated Program Management
• Extended workforce selection and management
• Closed loop performance management
• Business Intelligence Console
Results• Flexibility in navigating changing market/competitive changes through robust risk analysis.
• Continual assessment of direct, and indirect, function’s ability to support required initiatives.
• Constant communications alerting personnel with the current status of the initiative so as to
adjust and align actions with required results.
• Continual assessment of issues emanating from various performance management systems.
• Structured and proven methods in selection, award and management of external workforce.
ASIL, Inc. Proprietary Information
ASIL, Inc.ASIL, Inc.
Score CardingReporting•Presentation•Frequency•Exception Based•Dashboard Oriented•Trended Performance
(For People/Process/Provider)• Balanced• Integrated goals and measures• Weighted distribution• Confidence limits• Dashboard Oriented• Trended Performance
Facilitating effectiveCorporate Performance Management
MEASURE STAGETools to Use:• Business Intelligence Console
• Scorecard Administration
• Performance Audits and Assessments
• Service Level Agreement Administration
• Compliance Management Dashboards
• Exception Management Dashboards
• Integrated Program Management
Results• Timely and exception based reporting to efficiently focus Management attention.
• Balanced Scorecard process to assess bilateral support and performance in specific relationships.
• Audits and assessments to reactively and proactively gain insights into potential areas of concern.
• Timely and efficient assimilation of data from various performance management systems so as to
efficiently allocation resources to areas of concern.
ASIL, Inc. Proprietary Information
ASIL, Inc.ASIL, Inc.
Corrective Action•Assessments•Auto Alerts •CAR Database•Closed Loop Process•Scorecard Initiatives•Trended Performance•Dashboard Oriented
Facilitating effectiveCorporate Performance Management
CONTROL STAGE
Results• Continuous focus on outstanding issues so as to bring closure to gaps in capabilities or performance.
• Active process to uncover root causes to ongoing systemic issues.
• Continuous accountability to improve value proposition and performance.
• Ability to react to and prevent process failures causing performance gaps in meeting Customer
expectations.
Tools to Use:• Business Intelligence Console
• Scorecard Administration
• Performance Audits and Assessments
• Service Level Agreement Administration
• Compliance Management Dashboards
• Exception Management Dashboards
• Corrective Action Request Database
• Closed Loop Corrective Action Process
ASIL, Inc. Proprietary Information
ASIL, Inc.ASIL, Inc. The Key Factors of EffectiveCorporate Performance Management
Key Success Factors of an effective Corporate PerformanceManagement Architecture:
• Understanding Current Performance
• Process Standards and Controls
• Integration of Business Systems and Data
• Flexible and Nimble Infrastructure Design
• Global and Local Compliance Capability
ASIL, Inc. Proprietary Information
ASIL, Inc.ASIL, Inc. The Requirements and Benefits ofCorporate Performance Management
Requirements:• Commitment
• Rigor
• Discipline
• Vision and Strategy
• Focus
• Time and Budget
Benefits:• Trust
• Confidence
• Peace of Mind
• Alignment
• Predictability
• Sustainability
The Payoff clearly outweighs the Cost!
ASIL, Inc. Proprietary Information
ASIL, Inc.ASIL, Inc. Who Benefits from Investing inCorporate Performance Management
Everyone your Business Impacts!
EmployeesShareholders
CustomersProviders
CommunitiesFamilies
ASIL, Inc. Proprietary Information
ASIL, Inc.ASIL, Inc.
Questions and Wrap Up
ASIL, Inc.
2901 Tasman Drive, Suite 117
Santa Clara, CA 95054
(408) 980-9904
Warren White
VP Change Acceleration, wwhite@asil-inc.com
Pete Pazmany
CEO, ppazmany@asil-inc.com