Abolishing the myths
Myths surrounding performance management are limiting the effectiveness of key performance indicators in business says David Parmenter, who sets out the facts.
BPM - Reading the signals
There is no one-size-fits-all method of managing business performance, but an understanding of where the key challenges occur can be helpful in refining your approach. Emma Riddell discusses the faculty’s ongoing work in this area.
BPM - Growing the beans
Gary Cokins explains how management accountants can confidently use their diagnostic skills to help the business with value creation.
BPM - Mind the gap
The UK economy seems to have a spring in its step and be moving steadily in the right direction. Why, then, is productivity lower than expected? Nick Huber asks a few difficult questions
BPM - Power of value
For an enterprise, demonstrating value is an ongoing project. But what exactly does it involve? Bob Pamplin of ITAC explains the nature of value, and why it is so important.
Business performance management publications available to business and management faculty members.
BPM - Stellar performance
The key to good corporate management isn’t talking up your performance measures. Rather it’s a case of orchestrating a business symphony, argues Gary Cokins.
Customer profitability analysis
July 2010, John Petty.
Management tools and trends 2009
As executives shift gears to cope with the recent economic gloom, some
of their management tool preferences have changed. Bain & Company’s
Darrell Rigby and Barbara Bilodeau explain why.
Key performance indicators
Very few organisations really monitor their true key performance indicators (KPIs), because very few have explored what a KPI actually is,says performance consultant David Parmenter.
IFAC's choice of 2006 business articles
The 10 best articles submitted in the 2006 Articles of Merit awards organised by its Professional Accountants in Business committee, published by the New York-based International Federation of Accountants (IFAC).
Strategy maps: useful tools for FDs
Jonathan Teller reviews balanced scorecard gurus Robert Kaplan and David Norton's third book and concludes that 'strategy maps'are a valuable technique for finance directors(FDs).
Negotiate the positive
Even the most confident executive can falter when it comes to doing deals. Negotiation expert. Clive Rich answers the four key questions geared to achieving success in the boardroom.
FD's in partnership
What is life like for the FD working in a company with no management structure? Chris Turner and Mike Giles share their view on time spent in partnerships.
BPM - Knowing the score
Balanced scorecards can significantly change how an organisation communicates and operates. Christian Doherty talks to Alan Sharpe, director of finance and information systems at the RSPB, about how scorecards came to the charity’s rescue.
BPM - KPIs: time to abandon ship?
In his second article on performance management, David Parmenter asks whether its time to leave key performance indicators behind and adopt more radical measurements.
This Finance and Management Faculty lecture was presented at Chartered Accountants' Hall, London on 13 July 2011.
Resource allocation tools
This 32-page special report contains content produced specifically for chief financial officers (CFOs) by The Corporate Executive Board, which is a US-based membership organisation for top executives in major corporations, and which has recently opened an office in the UK.
special report lean accounting
Special report: Performance measurement
Measuring the performance of investment in corporate activity is one of the most difficult challenges for the finance director (FD), who is often charged with ensuring value for money from these activities. Hard performance measures such as return on investment, economic value added, sales, profits etc are available, but functional activities usually have no independent objective measures.
This special report aims to offer suggestions of how these activities can be measured. Although the report does not overtly aim to help FDs to fulfil the obligations of the operating and financial review (OFR), some of the issues raised may help.
Special report: The value blueprint
Winning streaks are difficult to sustain, especially in adverse economic environments. Yet some companies are able to consistently outperform their peers across multiple economic cycles. The special report, based on unique research by the Corporate Executive Board explains how.
Ten steps to performance success
When the faculty identified ten factors for good performance management, they were tested in a global study by the Advanced Performance Institute. Bernard Marr examines the details.
This Finance and Management Faculty lecture was presented at Chartered Accountants' Hall, London on 29 February 2012.
Working out the best measures
Many businesses collect rafts of information while never really knowing which measures matter to performance. Bernard Marr reveals how it is possible to collect better and more relevant performance data.