Please find a selection of relevant articles and reports. If you require further material or reports then please do not hesitate to contact us.
Escape the Counting Trap
This article, published in the magazine 'Excellence in Leadership' explores the five most common mistakes made by organisations when implementing a performance management initiative. These traps are the strategy trap, the measurement trap, the performance management trap, the alignment trap and the automation trap.
This article on Corporate Performance Management (CPM) published in the US 'Business Management' magazine outlines the top five dos and don'ts: (1) Map your strategy, (2) collect meaningful information, (3) ensure strategic alignment, (4) focus on learning, and (5) automate appropriately. This is the lead article which will be followed by a series of articles on the five top tips.
It's impossible to navigate an organisation to success without the necessary performance information on the key drivers of success. In today's world these critical performance drives tend to be intangible. This article, published in 'Financial Management' magazine, discusses how intangibles can be measured in a meaningful way.
This article appeared in the 'Public Finance' magazine. It discusses performance management in public sector and government organisations and spells out the ABCs of good – and bad – practice. It also provides the first findings of a global study on public sector performance management.
Performance Management in Banking and Financial Services Firms
This report examines the use of strategic performance management in the banking and financial services industry. 15 of the world’s leading banks have taken part in this study and in-depth insights from CEOs and other senior managers make fascinating reading, especially in the context of the current cretit crunch.
Strategic Performance Management in Government and Public Sector Organizations (Global Version)
This latest research report outlines the findings of the largest and most comprehensive global study of government and public sector performance management to date. It shows that organisations that apply the principles of strategic performance management outperform those that don’t. However, it also reveals that merely having a set of performance measures in place does not lead to better performance. In fact, many public sector organisations seem to be obsessed with measuring performance, but fail to manage it. This study was co-sponsored by the Chartered Institute of Public Finance and Accountancy (CIPFA) and Actuate.
Strategic Performance Management in Government and Public Sector Organizations (UK Version)
This latest research report outlines the findings of the largest and most comprehensive global study of government and public sector performance management to date. It shows that organisations that apply the principles of strategic performance management outperform those that don’t. However, it also reveals that merely having a set of performance measures in place does not lead to better performance. In fact, many public sector organisations seem to be obsessed with measuring performance, but fail to manage it. This study was co-sponsored by the Chartered Institute of Public Finance and Accountancy (CIPFA) and Actuate.
Key Performance Questions (KPQs) are a new development in the field of performance management. This API management white paper describes in simple terms what Key Performance Questions are and how they can be used to guide the design of meaningful performance indicators and to engage people in dialogue about performance. The article includes detailed guidance on how to create KPS and includes many real life examples.
This API management white paper describes in simple terms what a Balanced Scorecard (BSC) is. The article outlines the four perspectives of the BSC and explains the importance of Strategy Maps in modern Balanced Scorecards. It shows how many organisations use the BSC today and describes the key benefits of a BSC implementation. In addition, the article discusses the key implementations pitfalls, how to avoid them, and how to ensure the BSC is used to deliver improved understanding and better performance.
Impacting Future Value - How to Manage your Intellectual Capital
This Management Accounting Guideline (MAG) provides clear and practical advice on how to identify, measure, mange and report intangibles in organisations. The MAG is jointly published by the American Institute of Certified Public Accountants (AICPA), the Society of Management Accountants of Canada (CMA) and the Chartered Institute of Management Accountants (CIMA). The link provided also takes you to a webcast related to this MAG.
This API management white paper tackles questions such as: Is it better to buy a packaged software solution or build your own? How can you distinguish between the different products? What credible vendors offer strategic performance management solutions? How can you create your own list of requirements?
What are the Benefits of Automating your Scorecard?
This API management white paper discusses the benefits of automating your scorecard or strategic performance management approach. It outlines the key benefits of (1) improved communication and collaboration, (2) better data analysis capabilities, and (3)improved data collection and management.
This report examines the use of strategic performance management in the pension industry. It includes an in-depth case study from BP and should be of interest to other industries as many of the learning points are generic.
State of the Art in Business Performance Management
This report summarises the findings of the largest study in the field of business performance management to date. The research looked at what the 5000 largest US corporations are doing. 780 CEOs have taken part in this study and shared their business performance approaches and practices.
This report provides an in-depth analysis of the scorecarding software market with detailed analysis of the 30 leading software products. This 300 page report was co-produced with the Gartner Group and represents the most comprehensive decision support tool for organisations who are intending to purchase software to automate their scorecards.
Make the invisible visible: identify intellectual capital
To deliver value an organisation must know what its goals are and how to achieve them. Clear strategy enables everyone to focus on what matters most. This article, published in 'CIMA Insight' discusses the importance of mapping strategies into cause-and-effect maps.
Making the Invisible Visible: Identifying the enablers of future value
This article, published in the Journal of Accountancy, provides an overview of how to identify, measure and manage the intangible value drivers in organisations. For more information see also the Management Accounting Guideline (MAG) on intellectual capital. Impacting Future Value: How to Manage your Intellectual Capital provides detailed guidelines across the following five steps of successful intellectual capital management.
What’s the Score in the Public Sector? Rethinking the way we measure and manage Performance
This article, published in CIPFA's Performance Improvement Newsletter (PIN Point) briefly discusses three of the key performance management challenges in public sector organisations. The article also introduces the partnership between API and CIPFA in the area of public sector performance management.
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