About the Author
About the Web Site
Preface
1. Why the Need for Performance Management as a System?
PART ONE: Performance Management Process
2. Integrating a Suite of Proven Methodologies
3. Support from Fact-Based Data and Information Technology
PART TWO: Strategy Maps and Balanced Scorecards: The Link between Strategy and Successful Execution by Operations
4. Measurement Problems and Solutions
5. Strategy Maps and Scorecards as a Solution
6. Strategic Objectives' Drive Gears: Cascading Measures
7. A Recipe for Implementation
8. The Human Side of Collaboration
9. Fact-Based Management Accounting Data
10. Scorecards and Strategy Maps: Enablers for Performance Management
PART THREE: Leveraging Financial Analytical Facts and Truths
11. If Activity-Based Management Is the Answer, What Is the Question?
12. Activity-Based Management Model Design and Principles: Key to Success
13. Operational (Local) Activity-Based Management for Continuous Improvement
14. Strategic Activity-Based Management for Customer and Channel Profitability Analysis
15. Predictive Costing, Predictive Accounting, and Budgeting
16. Activity-Based Management Supports Performance Management
PART FOUR: Integrating Performance Management with Core Solutions
17. Customer Intelligence and Customer Relationship Management
18. Supplier Intelligence: Managing Economic Profit across the Value Chain
19. Process Intelligence with Six Sigma Quality and Lean Thinking
20. Shareholder Intelligence: Return on Whose Investment?
21. Employee Intelligence: Human Capital Management
PART FIVE: Performance Management, Business Intelligence, and Technology
22. Data Management and Mining with Performance Management
23. Final Thoughts: Linking Customers to Shareholders
Index
