• otc viagra
  • imitrex
  • .4 mg flomax
  • prilosec
  • prevacid
  • clomid
  • generic claritin d24
  • indocin 50 mg
  • flovent
  • 15 imitrex mg
  • buy viagra search find 76k
  • motrin
  • generic for valtrex
  • calcium carbonate
  • famvir
  • viagra by perscription
  • colchicine
  • 100mg of zoloft for anxiety
  • avandia
  • generic for voltaren eye drops
  • allopurinol
  • dostinex
  • otc phenergan
  • cheap wellbutrin 2009 jelsoft enterprises ltd
  • cheapest propecia sale uk

    • February 5, 2007

    Symptoms of Poorly Integrated Corporate Performance Management Processes

    Joel Vander Weele wrote this mid-afternoon:
    • Each department makes its own plans and reports on its own activities.
    • Vision statements become empty slogans on posters, coffee cups or mouse pads.
    • Long-term strategic planning is not integrated with the annual budget.
    • The preparation of next years budget starts earlier and earlier every year, and is obsolete almost immediately.
    • The sales department does not consult with operations when it compiles revenue forecasts.
    • Potential investors and the equity markets review financial statements based on Generally Accepted Accounting Procedures (GAAP).
    • The operations staff uses reports from the ERP system and supplemental spreadsheets to allocate scarce resources on a ??squeaky wheel gets the grease? basis.
    • A business analyst uses a Business Intelligence tool to analyze sales data extracted from the ERP system. The sales manager uses a separate spreadsheet to evaluate sales person performance.
    • A data warehouse project started a few years ago produces sales reports by product. The reports do not include data from the sales forecasts prepared by the marketing department.
    • Each cost center manager gets a monthly income statement. There is no formal process for reviewing these statements.
    • The annual budget is prepared using spreadsheet templates sent out to managers by the finance staff. The process is so time consuming that the managers rarely get feedback on their submissions.
    • The procurement staff has sent up a supplier certification scorecard, but the suppliers rarely get any feedback on their scores.
    • Three of the top five customers have asked for reports tied to their past buying behavior. Each of them have different requirements and are unhappy with the accuracy and timeliness of the spreadsheets they are currently receiving.
    • The Information Technology group has very few standard processes or tools to measure project status. Other departments have none.
    • Executive Leadership use a “Executive Dashboard” report to track KPIs, but the report is hand assembled, unaudited, and does not tie out to previously published versions of the “Executive Dashboard” or other financial statements. The executive team spends a great deal of time discussing the credibility and value of the data on the report.

    * Filed under: Uncategorized, CPM Theory

    Leave a Reply

    You must be logged in to post a comment.