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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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Designing a Corporate Performance Management Solution
Exhibit 8.18 Color-coding makes it easy to spot problems.
Drilling through to Underlying Systems
At some point, users will want access to the underlying transaction systems to uncover the detail behind any result. In Exhibit 8.18, the CPM system has ranked sales by product and has color-coded the variances from the plan. One of the products has underperformed and is easily identifiable with color-coding. A supporting note entered by the sales department provides an explanation for why this result occurred.
The system also provides a way to find out directly from the sales ledger what actual transactions took place during this period. Simply selecting the appropriate icon at the top of the screen commands the CPM system to interrogate the sales ledger and provide an answer (see Exhibit 8.19).
The Strategy Gap
Exhibit 8.19 Drill down into transactional systems to see underlying issues or problems.
When designing a CPM system, organizations must fight the urge to recreate their old, problem-ridden systems. They must ensure that the phase 1 design can incorporate the next several phases of the CPM project without major modification. Doing this may mean preplanning all of the folders and menus required in a much later version of the system so that subsequent versions add to the original design.
The use of charts and color-coding can greatly improve the understanding of results. Hire a professional to create the color palette, design icons, select fonts, and design a general layout that is logical and user-friendly. Where possible, conform to existing standards, such as those found in Microsoft products. Stick with the scheme consistently throughout the application to reduce training time as each additional phase is rolled out.
Think carefully about the way in which users will review results and navigate through the various processes. Supply plenty of help screens
Designing a Corporate Performance Management Solution
within easy reach of users, but do not let the screens hinder the more experienced users. If the organization already has a corporate information portal, then make the CPM system part of it. If a portal does not already exist, make the CPM system the portal through which all other information is accessed.
Make the system informative by putting links into related documents and web sites. The goal is to ensure that users access the system on a regular if not continuous basis. Make sure that it is the only way to access any aspect of corporate performance. If other systems are used to create performance reports, then ensure that those reports can be accessed only through the CPM system. In this way, users will become experienced and the organization can deliver more information with less fear of it getting missed.
Invite users to continually contribute to the design of the system. Place a comments page within the system that allows users to e-mail suggestions to the CPM administrator regarding additional information they would like to see, but always make sure the focus of the system remains on the implementation of strategy. Monitor which portal pages get accessed and which do not. At some stage, it will be beneficial to lose pages that are just cluttering up the system. The same is true of the supporting data stores.
Finally, do not be afraid of starting again when it comes to the data model. Many of the early CPM adopters found that their first systems contained too much information that was not focused. Even if an organization manages to get the system 90 percent right in the first release, the changing economic environment and customer needs will see to it that the measures will not be right in the medium term. Corporate performance management systems are fairly quick to build, once organizations know what they want. Obviously, there is a cost to changing the model in terms of effort but there is an even bigger cost if an organization is hampered in implementing strategy through a system that does not meet its needs.
1. Interview with James Sharrett, financial planning and systems manager for Baker and Taylor during its CPM system selection and implementation, July 25, 2002. See Chapter 6 for more information.
Implementing a Corporate Performance Management Solution
Once an organization has a corporate performance management (CPM) road map and has decided on the contents of the first phase of implementation, an implementation plan can be created. To do this successfully, the business must operate within the confines of a software package, understand and communicate what actions are necessary for implementation, ensure that those actions are carried out, and educate users affected by the new processes about their roles and responsibilities.
Implementation of any enterprise-wide software application can be costly in terms of money and resources. In addition, solutions that do not meet the business’s requirements can inflict great damage by adversely impacting efficiency and effectiveness. This chapter is provided to help organizations understand the solution choices, prepare project plans, evaluate software, and understand the way in which projects can be controlled to minimize failure.
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