Please find a selection of relevant articles and reports. If you require further material or reports then please do not hesitate to contact us.
How Smart Are You?New!
Today’s most successful companies are 'Intelligent Companies' that use the best available data to inform their decision making. This article explores how intelligent companies bring together tools such as Corporate Performance Management, Business Intelligence, Analytics, Key Performance Indicators, etc. to generate real competitive advantages. This article first appeared in the April 2010 issue of Qualityworld, the official monthly magazine of the Chartered Quality Institute. (www.thecqi.org/qualityworld)
This article, published in The Times (Raconteur Lean & Six Sigma Supplement), covers the need for efficiency and process improvement tools and the benefits they can bring. In addition, the article warns about the danger that these approaches are not used strategically and therefore the efficiency gains are often much smaller than they could be.
This new report on will provide you with a thorough understanding of how this powerful management tool can rapidly improve performance and efficiency within public sector organisations. Packed with real-life examples and following a step-by-step logic, it sets out a best-practice framework to enable you to build and deploy a balanced scorecard system within your organisation, revealing the necessary measures and actions required to tackle the challenges ahead. The report is sold for £195 from the ARK Group.
Performance Management: Current Challenges and Future Directions
This report outlines the findings from a global survey of performance management practices in firms. Findings form 553 companies provide deep insights into the processes for managing organisational performance and outline the challenges organisations face today. In particular, the study looked at key performance management processes such as planning and budgeting, financial consolidation, reporting, compliance and risk management, as well as strategy management.
Evidence-based Decision Making: Using Business Intelligence to Drive Value
Business success depends on two abilities – to gain new insights faster than the competition, and to turn those insights into good decision making. The best decisions are those supported by good data. This is where evidence-based management (EbM) comes in. This Management Accounting Guideline (MAG), 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), outlines how to do it in practice.
If you are interested in obtaining a copy of the MAG please e-mail: innovation.development@cimaglobal.com or lkenyon@cma-canada.org
Today's challenging economic times demand that organisations make the right management decisions if they are to survive. This article, published in CIMA's Financial Management Magazine, explains the five steps that organisations should take if they want to become more evidence-based in their strategic decision-making.
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.
New Directions for Government: 5 Principles for Sustainable Recovery
The current economic crisis is impacting the face of governments world-wide. This white paper explores the effects of the economy on government over the last 12 months, the constantly changing government landscape, why more than ever - governments need to adopt solid performance management programs and how these proven methodologies will increase accountability, and transparency to create the results needed for sustainable recovery.
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.
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.
If you are interested in obtaining a copy of the MAG please e-mail: innovation.development@cimaglobal.com or lkenyon@cma-canada.org
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 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.
Managing and Measuring Local Government Performance
This article, published in the Australian Local Government magazine ‘Local Agenda’ explores 10 best practice steps towards better managing and measuring performance in Local Government.
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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