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The strategy gap lavaraging thechnology to execute winning strategies - Goveney M.

Goveney M. The strategy gap lavaraging thechnology to execute winning strategies - Wiley & sons , 2003. - 242 p.
ISBN 0-471-21450-7
Download (direct link): thestrategygapleveraging2003.pdf
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On entering the system, the user will be asked for a user name and password. This combination tailors the screen for that particular user. Most CPM systems have a basic layout that consists of three main areas:
1. Folders or tabs across the top of the screen that represent specific areas of interest to the user
2. A selection of submenus down the left-hand side of the screen
3. A main data viewing area in the center of the screen
In Exhibit 8.4, the folders (or menus) across the top of the screen represent different parts of the CPM process (strategy, budget, etc.). However, they could represent different topics of interest, such as organizational divisions or activities.
Down the left-hand side of the exhibit, submenus or subjects related to the chosen folder or tab appear. When the user selects a menu item, the result or function of that choice appears in the main screen.
The main screen typically displays a result, data entry and review capabilities, the contents of a document, or a function that will initiate a process such as consolidation. Although this layout is common, the content of each part varies widely, as was shown in the systems described in Chapter 6.
In Exhibit 8.4, the home page has been set to show alerts that need the user’s attention that have been generated automatically by the system. Below this is general news on company performance and related external news as determined by the administrator. By selecting an alert, the user will be taken to the data that caused the alert to be triggered, where further analyses can be performed. Selecting a “story,” such as “C Crane company announcement,” will take the user to the associated web page. The user also can choose to go to an appropriate folder (strategy, budget, statutory, etc.) and select any menu item contained within that folder.
Visualizing the Strategic Plan
A good CPM system contains a module that allows the interactive building and visualization of a strategic plan. This module allows strategies and tactics to be discussed and built online during a management plan-
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Designing a Corporate Performance Management Solution
Exhibit 8.5 Building a strategic plan online.
ning meeting. The module shown in Exhibit 8.5 allows management to define its own planning terminology, such as objectives, goals, and tactics. These “objects” can be dragged onto the screen and attached as required to build the strategic plan.
As each object is selected, the user answers a series of questions that help management define the plan in detail. For example, when defining a tactic, the module prompts for information on goals, the time span in which those goals are to be achieved, and the person responsible (see Exhibit 8.6).
Some strategic planning modules allow different parts of the plan to be built remotely and then attached at the appropriate place when completed. This ability provides support for organizations where the development of tactical plans is devolved but that need to tie into the overall strategic plan. Goals entered here can be used to set top-down targets as part of a budgeting process. While this view of the strategic plan is excellent for senior management, it can cause confusion among budget holders. The reason is that the layout is not based on organizational responsibility and the budget holders may not understand how their responsibilities impact the plan.
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The Strategy Gap
Exhibit 8.6 Leading the user through the strategic planning process.
Exhibit 8.7 Clarifying the relationship between departmental activities and organizational strategy.
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Designing a Corporate Performance Management Solution
Showing Departmental Impact on Strategy
Exhibit 8.7, however, displays a good example of how a system can clarify the impact of departmental activities on organizational strategy. In this example, the tactics that support each strategy are displayed in a grid, while the placement of an icon within the grid shows which departments have responsibility for delivering the goal.
When the user selects an icon by clicking on it, the department’s specific measures for the tactic are displayed, as are the actual and planned results and a color-coded variance (see Exhibit 8.8). This same concept can be used to budget by activity or by strategic initiative. On budget data entry, selecting a tactic displays just those measures and the appropriate business dimensions to which the user must submit a budget.
Leading Users through the Process
Once a process has been initiated, web-based systems make it easy to tell users what they need to do and when. Users can access instructions, timetables, and tailored help messages that can dramatically lower support needs (see Exhibit 8.9).
Exhibit 8.8 CPM systems present useful information in useful contexts for each system user.
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The Strategy Gap
Exhibit 8.9 CPM systems guide users through processes.
In addition to enabling users to plan and monitor by tactic, CPM systems provide functionality that helps improve the way in which users communicate and perform processes. For example, a solution might enable the automatic checking of budget submissions against management’s guidelines and notify users if their submissions are outside those guidelines. These systems also support the collection of text so users can explain why certain goals have not been met. Similarly, management can give reasons why submissions have been rejected, allowing a collaborative dialogue to be set up between users (see Exhibit 8.10).
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