Though there has been significant discussion concerning the importance of evaluating the payoffs of IT investment, there has been little guidance on how to design or implement an appropriate performance evaluation system.
Measuring and Improving the Performance of Corporate Boards
Recently we have all read about the spectacular failures of corporate governance. New rules and regulations are being introduced that are intended to rebuild public trust, yet a question remains as to whether all this activity will result in boards that are more effective in delivering results.
Applying the Balanced Scorecard
As business becomes more complex and competitive, traditional financial measures of performance fail to give managers all the information they need to make intelligent strategic and day-to-day decisions. A powerful new means of delivering this information is called the balanced scorecard, a mix of financial and nonfinancial indicators about customers, internal processes, organizational learning, shareholder value, quality, community relations, and so on.
Developing Comprehensive Performance Indicators
Performance measurement systems have not kept pace with changing business environments. A good framework for performance indicators should reflect modern attitudes and suggest user-friendly practices.
In order to improve their chances of survival in the marketplace, companies are turning with increasing frequency to strategic alliances with their suppliers, customers and competitors. This innovative approach allows organizations to share skills and resources, develop new products and technologies and gain access to new markets.
Monitoring Customer Value
Organizations must understand when, why and how customers react to products, services and price changes, and use that information to better manage their customers through value managing internal functions and processes.
Customer Profitability Analysis
Companies recognize that though "exceeding customer expectations" is a worthy goal, exceeding those expectations profitably is necessary for long-term corporate viability. Thus, an understanding of corporate profitability necessarily relies on an understanding of what drives shareholder value in organizations.
Implementing Target Costing
To achieve a sufficient margin over its costs, a company must manage those costs relative to the prices the market allows or the price the firm sets to achieve certain market penetration objectives. In the context of these characteristics, the practice of target costing has evolved.
Implementing Activity-Based Costing
Activity-based costing (ABC) is a valuable concept that can be used to correct the shortcomings in the cost systems of the past. It is a means of creating a system that ultimately directs an organization's costs to the products and services that require those costs to be incurred.
Customer requirements and the ways to achieve them are constantly changing, thereby creating opportunities and challenges. By studying and emulating world-class performance in meeting these challenges, an organization can improve its odds of survival.
Implementing Business Process Redesign
Efficient and effective business processes are critical to any enterprise that hopes to maintain, or improve, its competitive position. Improvement in quality, time, and costs can result in increased profit. The way an enterprise structures and manages its business processes has a great impact on these outcomes.