Five Key Principles of Corporate Performance Management

Five Key Principles of Corporate Performance Management

by Bob Paladino
Released January 2007
Publisher(s): Wiley
ISBN: 9780470009918

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Book description

In Five Key Principles of Corporate Performance Management, Bob Paladino shares his decades of experience to provide proven, real-world implementation insights from globally recognized and award-winning organizations. You’ll discover what today’s Fortune 100 companies are doing right, and how to implement their enterprise techniques and strategies within your own organization to maximize success.

Table of contents

  1. Copyright
    1. Dedication
  2. Additional Praise For Five Key Principles of Corporate Performance Management
  3. Acknowledgments
  4. 1. Introduction: Five Key Principles of Corporate Performance Management
    1. Best Practice Award-Winning Enterprise Cases
    2. Why Read This Book?
    3. Principle 1: Establish and Deploy a CPM Office and Officer
    4. Integrating Principles 2 through 5 CPM Processes and Methods
    5. Summary
    6. My Promise
    7. Notes
  5. 2. Why Do Most Companies Fail to Implement Their Strategies?
    1. Four Barriers to Strategy Implementation
      1. Barrier 1: Vision
      2. Barrier 2: Management
      3. Barrier 3: Resource
      4. Barrier 4: People
    2. Industry Clock Speed: A New Consideration to Implementing Strategy
      1. What Is Clock Speed?
      2. Vertical Industry Structure (Left Side of the ∞)
      3. Horizontal Industry Structure (Right Side of the ∞)
      4. Big Blue and Supply Chain Unbundling
    3. Top Five Blockers to CPM Project and Process Success
      1. Blocker 1: Executive and Management Attention Spans
      2. Blocker 2: Stovepipes and Islands
      3. Blocker 3: Type A Personality, Expert or Apprentice?
      4. Blocker 4: The Red Sports Car and Scope Creep
      5. Blocker 5: Sponsoring Mr. Magoo
    4. Summary
    5. Notes
  6. 3. Research and the Five Key CPM Principles: A Best Practice Model
    1. Principle 1: Establish and Deploy a CPM Office and Officer
    2. Crown CPM Office and Officer is Born
    3. CPM Research
      1. APQC Best Practice Consortia Study Projects
      2. APQC Performance Management Consortia Best Practice Study Project
      3. Kaplan and Norton’s Office of Strategic Management Study Group
      4. APQC Best Practice in Government Performance Management Consortia Project
    4. High-Performing Organizations
    5. Principle 1: Establish and Deploy a CPM Office and Officer
    6. Principle 2: Refresh and Communicate Strategy
    7. Principle 3: Cascade and Manage Strategy
    8. Principle 4: Improve Performance
    9. Principle 5: Manage and Leverage Knowledge
    10. Summary
    11. Notes
  7. 4. Principle 1: Establish and Deploy a CPM Office and Officer
    1. Crown Castle International: Best Practice Case
      1. Organizational Level and Reporting Relationship
      2. CMP Office Staff Size
      3. Leadership: Ability to Influence
      4. Ownership of CPM Processes
      5. CPM, Industry, and Company Competency Levels
      6. Collaborative Maturity
      7. Ability to Learn
    2. City of Coral Springs: Best Practice Case
      1. CPM Office and Executive Oversight
    3. Tennessee Valley Authority: Best Practice Case
      1. CPM Office and Executive Oversight
    4. Medrad: Best Practice Case
      1. CPM Office and Executive Oversight
    5. Serono: Best Practice Case
      1. CPM Office and CPM Officer
    6. LB Foster Company: Best Practice Case
      1. LB Foster and the CPM Office and CPM Executive
    7. Florida Department of Health: Best Practice Case
      1. CPM Office and Executive Oversight
    8. American Red Cross: Best Practice Case
      1. CPM Office and Executive Oversight
    9. Bronson Methodist Hospital: Best Practice Case
      1. CPM Office and Executive Oversight
    10. Ricoh Best Practice: Best Practice Case
    11. KeyCorp: Best Practice Case
      1. Establishing CPM Officer Role
    12. Sprint Nextel: Best Practice Case
      1. CPM Office Description
      2. Sprint and Nextel Merger
  8. 5. Principle 2: Refresh and Communicate Strategy
    1. Pareto Inc.: Foundational Strategy Map Case Study
      1. Strategy Map and Objectives
      2. Four Perspectives
        1. Financial Perspective: What do shareholders expect from Pareto Inc.?
        2. Customer Perspective: What do our end customers and channel partners value from Pareto Inc.?
        3. Internal Process Perspective: A Closer Look at Three Operations Strategies
          1. Customer Service Excellence Theme
          2. Technology Leadership Theme
          3. Operational Excellence Theme
        4. Learning and Growth Perspective Motivated and Prepared Workforce Theme
    2. Crown Castle International: Best Practice Case
      1. Strategic Objectives and Balanced Scorecard Based Budgeting
      2. Balanced Scorecard Rolling Forecasts
      3. Strategic Communications
    3. City of Coral Springs: Best Practice Case
      1. Strategic Planning Process Calendar and Detailed Content
    4. Tennessee Valley Authority: Best Practice Case
    5. Medrad: Best Practice Case
      1. Corporate Scorecard Goals
      2. Strategic Planning
      3. Strategic Planning
        1. Portfolio Planning Subprocess
        2. Corporate Improvement Planning Subprocess
        3. Action Plan Budgeting Subprocess
        4. Waterfalling Subprocess
    6. Serono: Best Practice Case
      1. Strategic Context
      2. Strategy Map
    7. LB Foster Company: Best Practice Case
      1. Strategy Plan
        1. Divisional Overview
        2. Market Assessment and Outlook
          1. Water Well
          2. Micropile
        3. Competitive Assessment: Water Well Products
          1. Market Share Analysis
        4. SWOT Water Well
        5. Major Strategies
      2. Strategy Mapping and Balanced Scorecard
        1. Financial Perspective
        2. Customer Perspective
        3. Internal Process Perspective
        4. Learning and Growth: Fostering People
    8. Florida Department of Health: Best Practice Case
    9. American Red Cross: Best Practice Case
    10. Bronson Methodist Hospital: Best Practice Case
      1. Strategic Planning
        1. Comprehensive, Continuous Process
        2. Spotlight on the Alignment and Balance
      2. Strategic Communications
    11. Ricoh: Best Practice Case
    12. KeyCorp: Best Practice Case
      1. Strategic Alignment and Integration: Origination Groups with Product Groups
      2. Strategic Community Banking Model
      3. Communicating Strategy
    13. Sprint Nextel: Best Practice Case
      1. Linking Strategy to Value-Based Management
      2. Communications Plan (See Exhibit 5.29)
      3. Strategy Map, Objectives, and Balanced Scorecard
      4. Strategic Planning and Planning and Budgeting Process Links
    14. Notes
  9. 6. Principle 3: Cascade and Manage Strategy
    1. Pareto Inc.: Balanced Scorecard Introduction
      1. Categories and Types of Measures
        1. Lead and Lag Measures
        2. Efficiency (Process) and Effectiveness (Output) Measures
      2. Measure Targets
    2. Crown Castle International: Best Practice Case
      1. Support Function Balanced Scorecards
      2. Measure Design and Benchmarking
      3. Balanced Scorecard and Total Rewards
      4. Meeting Management
      5. Scorecard Automation
    3. City of Coral Springs: Best Practice Case
      1. Cascading Measures to Employees and Compensation
      2. Scorecard Automation
    4. Tennessee Valley Authority: Best Practice Case
      1. Scorecard
      2. Measure Definitions
      3. TVA’s Cascade to Employees
      4. TVA Ongoing Management
      5. TVA and Balanced Scorecard Performance Management Results
    5. Medrad: Best Practice Case
      1. Meeting Management Accountability Structure
      2. Team and Individual Scorecards
      3. Performance Projections and Benchmarking
      4. Operations Scorecard
      5. Supplier Scorecards
      6. Scorecard Automation
    6. Serono: Best Practice Case
      1. Scorecard Roles
      2. Scorecard Documentation and Change Control
      3. Scorecard Transparency
      4. Scorecard Reporting
      5. BSC Measure Terminology
    7. LB Foster: Best Practice Case
      1. Cascading the Balanced Scorecard
      2. Supplier Balanced Scorecard
      3. Balanced Scorecard Meeting Management
      4. Balanced Scorecard Software
    8. Florida Department of Health: Best Practice Case
      1. Aligning the Organization, Cascading Objectives, and Measurement
      2. Scorecard Report Automation
      3. Scorecard Meetings
      4. Scorecard Cascading
      5. Advanced Benchmarking and Automation
      6. Cascading to and Aligning with Employee Training and Rewards
    9. American Red Cross: Best Practice Case
      1. Chapter Measurement
      2. Automation
      3. Performance Standards
      4. Process and Outcome Focused
      5. Performance Levels
      6. Scoring Methodology
      7. Benchmarking
      8. Target Setting
      9. Accountability Structure
        1. Chapters
        2. Service Areas
        3. National Headquarters
    10. Bronson Methodist Hospital: Best Practice Case
      1. Cascading Scorecard Objectives and Measures
      2. Linking Short- and Long-Term Action Plans
      3. Performance Projections/Targets
      4. Staff Performance Management System, Alignment to Strategic Objectives
      5. Stoplight Color Coding
      6. Data and Systems Integrity and Management
      7. Industry and Cross-Industry Benchmarking
      8. Measurement Relevancy and Currency
      9. CPM Review Meetings: Performance Analysis and Review
      10. Translating CPM Results into Improvement Priorities
    11. Ricoh: Best Practices Case
    12. KeyCorp: Best Practice Case
      1. Cascading the BSC to Public Affairs, Breaking New Ground
      2. Target Setting and Forecasting
      3. Management Reviews Using the Scorecard
      4. Links to Personal Scorecards
      5. Alignment Best Practice
      6. Balanced Scorecard and Lessons Learned
      7. Balanced Scorecard Automation
    13. Sprint Nextel: Best Practice Case
      1. Strategy Reviews
      2. Automation of the Balanced Scorecard Report
    14. Notes
  10. 7. Principle 4: Improve Performance
    1. Introduction to Six Sigma
      1. Motorola Sig Sigma Methodology: An Overview of DMAIC
        1. Define Opportunities: Step 1
        2. Measure Performance: Step 2
        3. Analyze Opportunity: Step 3
        4. Improve Performance: Step 4
        5. Control Performance: Step 5
      2. General Electric: An Overview of Six Sigma
    2. Crown Castle: Best Practice Case
      1. Initiative Prioritization
      2. Ten-Step Problem-Solving Approach (GE Black Belt Light)
      3. DMAIC Green Belts at Crown: Moving beyond the 10 Steps
      4. Six Sigma Case: Spotlight on Real Improvements
    3. City of Coral Springs: Best Practice Case
      1. Customer Segmentation
      2. Customer Intelligence: Listening
      3. Customer Improvement Process
        1. Customer Relationships and Satisfaction
      4. Customer Survey Benchmarking
      5. Process Improvement Process
      6. Employee Training on Problem Solving
    4. Tennessee Valley Authority: Best Practice Case
    5. Medrad: Best Practice Case
      1. Medrad’s Quality Policy
      2. Improve Performance: Customer Listening Posts
      3. Listening and Learning Methods for Improvement
      4. Customer Relationship and Seven-Step Selling Process
      5. Sales Customer Contact Management
        1. Customer Complaints Management
      6. Customer Satisfaction Survey and Improvements
        1. Color-Coded Results
        2. Competitor Intelligence
        3. Improving Processes
    6. LB Foster: Best Practice Case
      1. Lean Improvement Overview
      2. Lean Case in Georgetown Precise Plant
      3. New Cost of Quality Process
      4. New Customer Electronic Survey Process
      5. New Customer Key Account Management Process
    7. Florida Department of Health: Best Practice Case
      1. Quality Improvement Process Integration with Measurement
        1. Continuous Performance Improvement
    8. American Red Cross: Best Practice Case
    9. Bronson Methodist Hospital: Best Practice Case
      1. Improving Customer Focus: Patients and Market Segments
      2. Improving the Customer Experience: Listening and Learning Methods
      3. Improving Performance: Building Customer Loyalty
      4. Improving Customer Relationships
        1. Managing and Resolving Complaints
        2. Keeping Approaches Current
        3. Focus on Surveys and Survey Feedback
        4. Gathering Competitor Intelligence
      5. Improving Key Healthcare Process Performance
      6. Improving Key Healthcare Process Performance: PDCA in Action
      7. Improving Key Healthcare Processes
        1. Linking Measurement and PDCA
        2. Linking Listening and Learning Methods and Process Redesign
        3. Keeping Current
      8. Improving Support Process Performance
      9. Improving Overall SMM Process
    10. Ricoh: Best Practices Case
      1. Customer-Focused Initiatives
      2. Adopting a Six Sigma Improvement Method
    11. Houston Chronicle: Best Practices Case
      1. Adopting the Balanced Scorecard and Human Resources Strategy
      2. Focus on Two Key Six Sigma Projects
        1. Direct Marketing
        2. Ad Services
      3. Summary
    12. Notes
  11. 8. Principle 5: Manage and Leverage Knowledge
    1. Crown Castle: Best Practice Case
      1. From Good to Great
      2. How Much Productivity Is Lost?
      3. Overwhelming Response
      4. Forming Tiger Teams
      5. The Journey Continues: Benefits
    2. City of Coral Springs: Best Practice Case
    3. Tennessee Valley Authority: Best Practice Case
      1. Process Summary
      2. Knowledge Loss Risk Assessment: Guidelines for Assessing Attrition Risks
        1. Retirement Factor
        2. Position Risk Factor
        3. Total Attrition Factor
      3. Summary
    4. Medrad: Best Practice Case
    5. Florida Department of Health: Best Practice Case
    6. American Red Cross: Best Practice Case
    7. Bronson Methodist Hospital: Best Practice Case
      1. Organizational Knowledge Management
      2. Effective Skill Sharing and Communications
      3. Reinforcing Use of Knowledge and Skills
    8. Ricoh: Best Practice Case
    9. Raytheon Company: Best Practice Case
      1. Connecting People to People and People to Information
      2. Tools Supporting Raytheon’s Six Sigma Projects and People
      3. Building Steps and Behaviors into Improvement Methodologies and Training
      4. Training and Learning
      5. Cultural and Behavioral Issues
      6. Communication
      7. Reward and Recognition
      8. Measures and Indicators of Success
      9. Recommendations for Success
    10. Notes
  12. 9. Five Key Principles Self-Diagnostic and CPM Research Resources
    1. CPM Diagnostic: Three Easy Steps
      1. Step 1: Score Your CPM Program against Best Practices
      2. Step 2: Create a Gap Analysis
      3. Step 3: Develop and Deploy Your Action Plan to Close the Gaps
    2. CPM Research Resources
      1. Bob Paladino & Associates, LLC
      2. American Institute of Certified Public Accountants
      3. APQC
      4. American Strategic Management Institute
      5. Balanced Scorecard Collaborative
      6. CAM-I
      7. Deming Award
      8. The Conference Board
      9. Institute of Management Accountants
      10. International Productivity and Quality Center
      11. Malcolm Baldrige Award
      12. Melcrum Publishing: Knowledge Management Review
      13. Motorola University Six Sigma Training
      14. John Wiley & Sons

Product information

  • Title: Five Key Principles of Corporate Performance Management
  • Author(s): Bob Paladino
  • Release date: January 2007
  • Publisher(s): Wiley
  • ISBN: 9780470009918