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Five Key Principles of Corporate Performance Management

Name: Five Key Principles of Corporate Performance Management
Author: Bob Paladino
ISBN: 9780470009918

by Bob Paladino

January 2007

Intermediate to advanced

400 pages

10h 17m

English

Wiley

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Copyright
Dedication
Additional Praise For Five Key Principles of Corporate Performance Management
Acknowledgments
1. Introduction: Five Key Principles of Corporate Performance Management
Best Practice Award-Winning Enterprise CasesWhy Read This Book?Principle 1: Establish and Deploy a CPM Office and OfficerIntegrating Principles 2 through 5 CPM Processes and MethodsSummaryMy PromiseNotes
2. Why Do Most Companies Fail to Implement Their Strategies?
Four Barriers to Strategy ImplementationBarrier 1: VisionBarrier 2: ManagementBarrier 3: ResourceBarrier 4: PeopleIndustry Clock Speed: A New Consideration to Implementing StrategyWhat Is Clock Speed?Vertical Industry Structure (Left Side of the ∞)Horizontal Industry Structure (Right Side of the ∞)Big Blue and Supply Chain UnbundlingTop Five Blockers to CPM Project and Process SuccessBlocker 1: Executive and Management Attention SpansBlocker 2: Stovepipes and IslandsBlocker 3: Type A Personality, Expert or Apprentice?Blocker 4: The Red Sports Car and Scope CreepBlocker 5: Sponsoring Mr. MagooSummaryNotes
3. Research and the Five Key CPM Principles: A Best Practice Model
Principle 1: Establish and Deploy a CPM Office and OfficerCrown CPM Office and Officer is BornCPM ResearchAPQC Best Practice Consortia Study ProjectsAPQC Performance Management Consortia Best Practice Study ProjectKaplan and Norton’s Office of Strategic Management Study GroupAPQC Best Practice in Government Performance Management Consortia ProjectHigh-Performing OrganizationsPrinciple 1: Establish and Deploy a CPM Office and OfficerPrinciple 2: Refresh and Communicate StrategyPrinciple 3: Cascade and Manage StrategyPrinciple 4: Improve PerformancePrinciple 5: Manage and Leverage KnowledgeSummaryNotes
4. Principle 1: Establish and Deploy a CPM Office and Officer
Crown Castle International: Best Practice CaseOrganizational Level and Reporting RelationshipCMP Office Staff SizeLeadership: Ability to InfluenceOwnership of CPM ProcessesCPM, Industry, and Company Competency LevelsCollaborative MaturityAbility to LearnCity of Coral Springs: Best Practice CaseCPM Office and Executive OversightTennessee Valley Authority: Best Practice CaseCPM Office and Executive OversightMedrad: Best Practice CaseCPM Office and Executive OversightSerono: Best Practice CaseCPM Office and CPM OfficerLB Foster Company: Best Practice CaseLB Foster and the CPM Office and CPM ExecutiveFlorida Department of Health: Best Practice CaseCPM Office and Executive OversightAmerican Red Cross: Best Practice CaseCPM Office and Executive OversightBronson Methodist Hospital: Best Practice CaseCPM Office and Executive OversightRicoh Best Practice: Best Practice CaseKeyCorp: Best Practice CaseEstablishing CPM Officer RoleSprint Nextel: Best Practice CaseCPM Office DescriptionSprint and Nextel Merger
5. Principle 2: Refresh and Communicate Strategy
Pareto Inc.: Foundational Strategy Map Case StudyStrategy Map and ObjectivesFour PerspectivesFinancial Perspective: What do shareholders expect from Pareto Inc.?Customer Perspective: What do our end customers and channel partners value from Pareto Inc.?Internal Process Perspective: A Closer Look at Three Operations StrategiesCustomer Service Excellence ThemeTechnology Leadership ThemeOperational Excellence ThemeLearning and Growth Perspective Motivated and Prepared Workforce ThemeCrown Castle International: Best Practice CaseStrategic Objectives and Balanced Scorecard Based BudgetingBalanced Scorecard Rolling ForecastsStrategic CommunicationsCity of Coral Springs: Best Practice CaseStrategic Planning Process Calendar and Detailed ContentTennessee Valley Authority: Best Practice CaseMedrad: Best Practice CaseCorporate Scorecard GoalsStrategic PlanningStrategic PlanningPortfolio Planning SubprocessCorporate Improvement Planning SubprocessAction Plan Budgeting SubprocessWaterfalling SubprocessSerono: Best Practice CaseStrategic ContextStrategy MapLB Foster Company: Best Practice CaseStrategy PlanDivisional OverviewMarket Assessment and OutlookWater WellMicropileCompetitive Assessment: Water Well ProductsMarket Share AnalysisSWOT Water WellMajor StrategiesStrategy Mapping and Balanced ScorecardFinancial PerspectiveCustomer PerspectiveInternal Process PerspectiveLearning and Growth: Fostering PeopleFlorida Department of Health: Best Practice CaseAmerican Red Cross: Best Practice CaseBronson Methodist Hospital: Best Practice CaseStrategic PlanningComprehensive, Continuous ProcessSpotlight on the Alignment and BalanceStrategic CommunicationsRicoh: Best Practice CaseKeyCorp: Best Practice CaseStrategic Alignment and Integration: Origination Groups with Product GroupsStrategic Community Banking ModelCommunicating StrategySprint Nextel: Best Practice CaseLinking Strategy to Value-Based ManagementCommunications Plan (See Exhibit 5.29)Strategy Map, Objectives, and Balanced ScorecardStrategic Planning and Planning and Budgeting Process LinksNotes
6. Principle 3: Cascade and Manage Strategy
Pareto Inc.: Balanced Scorecard IntroductionCategories and Types of MeasuresLead and Lag MeasuresEfficiency (Process) and Effectiveness (Output) MeasuresMeasure TargetsCrown Castle International: Best Practice CaseSupport Function Balanced ScorecardsMeasure Design and BenchmarkingBalanced Scorecard and Total RewardsMeeting ManagementScorecard AutomationCity of Coral Springs: Best Practice CaseCascading Measures to Employees and CompensationScorecard AutomationTennessee Valley Authority: Best Practice CaseScorecardMeasure DefinitionsTVA’s Cascade to EmployeesTVA Ongoing ManagementTVA and Balanced Scorecard Performance Management ResultsMedrad: Best Practice CaseMeeting Management Accountability StructureTeam and Individual ScorecardsPerformance Projections and BenchmarkingOperations ScorecardSupplier ScorecardsScorecard AutomationSerono: Best Practice CaseScorecard RolesScorecard Documentation and Change ControlScorecard TransparencyScorecard ReportingBSC Measure TerminologyLB Foster: Best Practice CaseCascading the Balanced ScorecardSupplier Balanced ScorecardBalanced Scorecard Meeting ManagementBalanced Scorecard SoftwareFlorida Department of Health: Best Practice CaseAligning the Organization, Cascading Objectives, and MeasurementScorecard Report AutomationScorecard MeetingsScorecard CascadingAdvanced Benchmarking and AutomationCascading to and Aligning with Employee Training and RewardsAmerican Red Cross: Best Practice CaseChapter MeasurementAutomationPerformance StandardsProcess and Outcome FocusedPerformance LevelsScoring MethodologyBenchmarkingTarget SettingAccountability StructureChaptersService AreasNational HeadquartersBronson Methodist Hospital: Best Practice CaseCascading Scorecard Objectives and MeasuresLinking Short- and Long-Term Action PlansPerformance Projections/TargetsStaff Performance Management System, Alignment to Strategic ObjectivesStoplight Color CodingData and Systems Integrity and ManagementIndustry and Cross-Industry BenchmarkingMeasurement Relevancy and CurrencyCPM Review Meetings: Performance Analysis and ReviewTranslating CPM Results into Improvement PrioritiesRicoh: Best Practices CaseKeyCorp: Best Practice CaseCascading the BSC to Public Affairs, Breaking New GroundTarget Setting and ForecastingManagement Reviews Using the ScorecardLinks to Personal ScorecardsAlignment Best PracticeBalanced Scorecard and Lessons LearnedBalanced Scorecard AutomationSprint Nextel: Best Practice CaseStrategy ReviewsAutomation of the Balanced Scorecard ReportNotes
7. Principle 4: Improve Performance
Introduction to Six SigmaMotorola Sig Sigma Methodology: An Overview of DMAICDefine Opportunities: Step 1Measure Performance: Step 2Analyze Opportunity: Step 3Improve Performance: Step 4Control Performance: Step 5General Electric: An Overview of Six SigmaCrown Castle: Best Practice CaseInitiative PrioritizationTen-Step Problem-Solving Approach (GE Black Belt Light)DMAIC Green Belts at Crown: Moving beyond the 10 StepsSix Sigma Case: Spotlight on Real ImprovementsCity of Coral Springs: Best Practice CaseCustomer SegmentationCustomer Intelligence: ListeningCustomer Improvement ProcessCustomer Relationships and SatisfactionCustomer Survey BenchmarkingProcess Improvement ProcessEmployee Training on Problem SolvingTennessee Valley Authority: Best Practice CaseMedrad: Best Practice CaseMedrad’s Quality PolicyImprove Performance: Customer Listening PostsListening and Learning Methods for ImprovementCustomer Relationship and Seven-Step Selling ProcessSales Customer Contact ManagementCustomer Complaints ManagementCustomer Satisfaction Survey and ImprovementsColor-Coded ResultsCompetitor IntelligenceImproving ProcessesLB Foster: Best Practice CaseLean Improvement OverviewLean Case in Georgetown Precise PlantNew Cost of Quality ProcessNew Customer Electronic Survey ProcessNew Customer Key Account Management ProcessFlorida Department of Health: Best Practice CaseQuality Improvement Process Integration with MeasurementContinuous Performance ImprovementAmerican Red Cross: Best Practice CaseBronson Methodist Hospital: Best Practice CaseImproving Customer Focus: Patients and Market SegmentsImproving the Customer Experience: Listening and Learning MethodsImproving Performance: Building Customer LoyaltyImproving Customer RelationshipsManaging and Resolving ComplaintsKeeping Approaches CurrentFocus on Surveys and Survey FeedbackGathering Competitor IntelligenceImproving Key Healthcare Process PerformanceImproving Key Healthcare Process Performance: PDCA in ActionImproving Key Healthcare ProcessesLinking Measurement and PDCALinking Listening and Learning Methods and Process RedesignKeeping CurrentImproving Support Process PerformanceImproving Overall SMM ProcessRicoh: Best Practices CaseCustomer-Focused InitiativesAdopting a Six Sigma Improvement MethodHouston Chronicle: Best Practices CaseAdopting the Balanced Scorecard and Human Resources StrategyFocus on Two Key Six Sigma ProjectsDirect MarketingAd ServicesSummaryNotes

8. Principle 5: Manage and Leverage Knowledge
Crown Castle: Best Practice CaseFrom Good to GreatHow Much Productivity Is Lost?Overwhelming ResponseForming Tiger TeamsThe Journey Continues: BenefitsCity of Coral Springs: Best Practice CaseTennessee Valley Authority: Best Practice CaseProcess SummaryKnowledge Loss Risk Assessment: Guidelines for Assessing Attrition RisksRetirement FactorPosition Risk FactorTotal Attrition FactorSummaryMedrad: Best Practice CaseFlorida Department of Health: Best Practice CaseAmerican Red Cross: Best Practice CaseBronson Methodist Hospital: Best Practice CaseOrganizational Knowledge ManagementEffective Skill Sharing and CommunicationsReinforcing Use of Knowledge and SkillsRicoh: Best Practice CaseRaytheon Company: Best Practice CaseConnecting People to People and People to InformationTools Supporting Raytheon’s Six Sigma Projects and PeopleBuilding Steps and Behaviors into Improvement Methodologies and TrainingTraining and LearningCultural and Behavioral IssuesCommunicationReward and RecognitionMeasures and Indicators of SuccessRecommendations for SuccessNotes
9. Five Key Principles Self-Diagnostic and CPM Research Resources
CPM Diagnostic: Three Easy StepsStep 1: Score Your CPM Program against Best PracticesStep 2: Create a Gap AnalysisStep 3: Develop and Deploy Your Action Plan to Close the GapsCPM Research ResourcesBob Paladino & Associates, LLCAmerican Institute of Certified Public AccountantsAPQCAmerican Strategic Management InstituteBalanced Scorecard CollaborativeCAM-IDeming AwardThe Conference BoardInstitute of Management AccountantsInternational Productivity and Quality CenterMalcolm Baldrige AwardMelcrum Publishing: Knowledge Management ReviewMotorola University Six Sigma TrainingJohn Wiley & Sons

Content preview from Five Key Principles of Corporate Performance Management

Chapter 4. Principle 1: Establish and Deploy a CPM Office and Officer

	The world is full of willing people, some willing to work, the rest willing to let them.
	--ROBERT FROST

In this chapter, we will explore Principle 1, Establish and Deploy a CPM Office and Officer, by studying numerous award-winning enterprises. The case studies range from public and private companies, governmental agencies, and nonprofit entities and are representative of more organizations studied but for sensible reasons were not included. These enterprises share many common behaviors, observe similar best practices, and have proven their ability to function at high levels. Nearly all case study enterprises have won one or more of these awards:

U.S. President’s National Malcolm Baldrige Quality Award
Governor’s Sterling Award for Excellence (based on Baldrige Criteria)
Deming Quality Award
American Quality and Productivity Center (APQC) Best Practice Partner Award
Drs. Kaplan and Norton Global Balanced Scorecard Hall of Fame Award
Wall Street Journal Ranked “Top 20 Most Improved Company in Shareholder Value Creation”
Fortune “100 Best Companies to Work For”
Forbes Best Managed Companies

Principle 1 presents normative corporate performance management (CPM) office and officer terminology for ease of understanding; however, case study organizations may use variations that have enabled them to best meet their needs and fit ...

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Five Key Principles of Corporate Performance Management

by Bob Paladino

Chapter 4. Principle 1: Establish and Deploy a CPM Office and Officer

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