By Ron Dimon
Chapter 1 what is damaged and what is attainable (pages 1–13):
Chapter 2 An company functionality administration procedure (pages 15–30):
Chapter three assemble: Turning info into info (pages 31–55):
Chapter four comprehend: Turning Insights into activities (pages 57–77):
Chapter five Debate: Turning “What If” into “What's subsequent” (pages 79–96):
Chapter 6 devote: Bringing responsibility and concentration to the company (pages 97–110):
Chapter 7 Execute: From perception to activities to effects (pages 111–128):
Chapter eight process: Aligned to the ideal results (pages 129–140):
Chapter nine Bringing all of it jointly (pages 141–167):
Read or Download Enterprise Performance Management Done Right: An Operating System for Your Organization PDF
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Extra info for Enterprise Performance Management Done Right: An Operating System for Your Organization
Retail in December, hospitality in summer); Statistical. Including regression analysis, ranking, correlation, and time series analysis. 3 Understanding Your Results 22 ENTERPRISE PERFORMANCE MANAGEMENT DONE RIGHT Why Did We Get What We Got? Analytics is about unlocking the value of the data to give us new insights into our organizations. ’’ One way to unlock value is to look for patterns in the data. , high call volumes always occur weekdays at 14:00 GMT) Dependency relationships (when one thing happens or changes, another thing happens or changes—in the same direction, or the opposite direction) Clustering relationships (uncovering independent relationships) Changes from the norm (sudden change in direction, changes in magnitude) There are a variety of methods used to help uncover these patterns, including: ■ ■ ■ ■ ■ Data Visualization.
2, the Chief Operating Ofﬁcer, Chief Development Ofﬁcer, and VP of Manufacturing would all share one persona: Strategic Management of Development and Delivery. The fact that they live in the same intersection of the organization assumes that they will need to consume information similarly. So what’s different among these roles that you would need to cater for? 2 Example Roles throughout the Organization GATHER: TURNING DATA INTO INFORMATION 37 The ﬁrst difference in how information is needed by different roles is the intersection of dimensions.
Information relating to environmental, health and safety, and community and social issues. Management or Internal. Includes ﬂash reports. Typically contains information managers need to make business decisions before being transformed for external consumption. Statutory or External. Information that has been transformed according to GAAP or other regulatory standards. Canned. Standard reports that are used over and over again. Ad Hoc. Usually one-time information that’s situational and does not need to be retrieved later—although if found useful across different audiences and at different times can quickly ﬁnd its way into a canned report.
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