Enterprise Performance Management (4)
Performance of the organization depends on setting direction and then executing to meet that direction. Organization or enterprise performance management includes the skills an disciplines you need to do both. Strategic business thinking is required to enable an organization to properly understand, assess, and make decisions on both direction and execution. Additionally major usage of technology, skills and policies will impact the organizational performance.
(5 Forces, Balanced Scorecard, Value Chain)
Any enterprise that operates in today’s ‘Flat World’ needs to characterize, identify and assess the forces that shape their organizations so that a successful direction can be established. There are two categories of pressure on an enterprise. Those two can best be described by the five competitive forces and the environmental forces that shape the landscape that surrounds the enterprise. Assessing the competitive and environmental pressures using these two categories provides an enterprise with an answer for the direction it might take. It is not enough to know what is going on with competitors but you must have the larger picture of the surrounding business environment. Add to that the scenarios that expose approaches, the decisions needed and alternatives in facing the competitive challenges in the market and you have a plan for success.
Not all the forces will have equal impact. Coupled with the environmental forces such as economic, social, legislative, market and technology an enterprise could suddenly find itself under considerable stress. These environmental forces impact all the competitors but may impact each of them differently and to different degrees.
Global competition from all sizes of organizations demands that an enterprise identify as many of the threats and opportunities as possible in setting their direction. Regional competition on top of the global competition increases the pressure on organizations today.
This course explains the 5 forces idea and provides a means of assessing competition along the five forces dimensions. The course also connects the concept to environmental scanning for a more complete understanding of impact on the business. Successful analysis along with scenario planning reduces the uncertainty most enterprises face in competing in today’s global business scene.
Duration: 4 days
Benchmarking for Strategic Excellence
Benchmarking considers the performance concept, the technology, skills, motives and disciplines that management supports in the operation and direction of the enterprise. In this sense, it is much more than looking at the performance of processes even though this is an important component. Benchmarking is related to quality, best practices, and baselines of performance, attitudes and corporate learning. Integrating these concepts together gives management a potent tool for directing the performance of the enterprise.
This course is intended for people who want to put the ideas and concepts of benchmarking into effective use in their enterprise. The focus is on the understanding, organization and focus of the benchmarking effort in the enterprise. A key feature of this course is the differentiation of the different points of focus of benchmarking such as strategic, operational and financial. Added to this list is the idea of IT, cross industry and competitive benchmarking. Methods, motives and techniques for different types of benchmarking along with their core, shared components are covered. Further, the methods and methodologies needed to make benchmarking definitive are discussed in some detail. A short case study is used to help the attendee gain a sense of the effort involved with putting together a benchmarking effort.
Duration: 4 days
Scorecard approaches have received considerable attention as a means to assess both operational and strategic performance of an organization. The balanced scorecard approach has had very good reception and success in assisting management with a way to improve the value to shareholders through an organized view of measures in the enterprise. Further, the approach connects in a logical manner to the strategic needs and direction of the enterprise. Understanding strategic impact is key to the successful use of scorecards.
This course includes some background on various scorecard approaches used in the past and present. The balanced scorecard approach is covered in considerable detail as the current scorecarding technique to gain widespread use and global success. Finally, the economy is changing in many ways and the balanced scorecard approach must change with it to be relevant.
This course also introduces the attendee to the potential changes that may happen in the very near future.
Duration: 4 days
Essential Management Reporting
Today's reporting function has moved beyond simple financial reporting into a more structured yet flexible accumulation of general information that can be used to support rapid and accurate business decision making. Emphasis should also be placed on determining why something happened and ensuring that appropriate corrective action is initiated.
Corporate reporting must be designed to provide timely, accurate and meaningful information regardless of destination of the data that will allow management to make decisions and take appropriate action. Understanding the business model and then developing the proper reporting requirements are keys to success.