Many organizations are far from where they want and need to be with improving performance, and they apply intuition, rather than hard data, when making decisions. Enterprise performance management (EPM) is now viewed as the seamless integration of managerial methods such as strategy execution with a strategy map and its companion balanced scorecard (KPIs) and operational dashboards (PIs); enterprise risk management (ERM); capacity-sensitive driver-based budgets and rolling financial forecasts; product/service/channel/customer profitability analysis (using activity-based costing [ABC] principles); customer lifetime value (CLV); lean and Six Sigma quality management for operational improvement; and resource capacity spending planning. Each method should be embedded with business analytics of all flavors, such as correlation, segmentation, and regression analysis, and especially predictive analytics as a bridge to prescriptive analytics to yield the best (ideally optimal) decisions. This presentation will describe how to complete the full vision of analytics-based enterprise performance management.
-How to view enterprise and corporate performance management (EPM/CPM) as the seamless integration of managerial methods rather than as a process.
-Understand how business analytics is an advance over business intelligence and where Big Data fits in.
-How to identify and differentiate strategic KPIs in a balanced scorecard and operational performance indicators (PIs) in dashboards.
-How to properly calculate product, service-line, channel, and customer profitability for analysis, insights, and actions.
-How to perform “predictive accounting” for capacity-sensitive driver-based budgets / rolling financial forecasts, what-if analysis, and outsourcing decisions
-How to overcome implementation barriers such as behavioral resistance to change and fear of being held accountable.
Why Attend This Training
This presentation by a leading practitioner and author will cover
-How strategy maps and their companion balanced scorecards communicate strategic objectives with target-setting to help cross-functional employee teams align their behavior to the strategy and better collaborate.
-Why measures of channel and customer profitability and customer value are now super ceding profit and service-line measures – and shifting from product to customer-focused organizations including future potential value – customer lifetime value.
-How activity-based cost management (ABC/M) provides not only accurately traced calculated costs (relative to arbitrary broad-averaged cost allocations), but more importantly provides cost transparency back to the work processes and consumed resources, and to what drivers cause work activities.
-Reforming the broken annual budgeting process with performance-based budgeting that links strategy to operations and processes volume sensitive rather than simply incremental at each cost center.
-Why business analytics, with emphasis on predictive analytics and pro-active decision making, is becoming a competitive advantage differentiator and an enabler for trade-off analysis.
-How all levels of management can quickly see and assess how they are doing on what is important – typically with only a maximum of three key performance indicators (KPIs).
-How to integrate performance measurement scorecards and ABC/M data with:
-Process-based thinking and operational productivity improvement.
-Channel/customer profitability and value analysis and CRM.
-Supply chain management.
-Quality and lean management (Six Sigma, cost of quality).
Duration: 90 Minutes
-Financial officers and controllers
-Managerial and cost accountants
-Financial and business analysts
-Marketing and sales managers
-Supply chain analysts
-CIO and information technology staff
You may ask your Question directly to our expert during the Q&A session.
Gary Cokins is an internationally recognized expert, speaker, and author in enterprise and corporate performance management improvement methods and business analytics. He is the founder of Analytics-Based Performance Management, an advisory firm located in Cary, North Carolina. Mr. Cokins received a BS degree with honors in industrial engineering/operations research from Cornell University in 1971. He received his MBA with honors from Northwestern University’s Kellogg School of Management in 1974.
Mr. Cokins began his career as a strategic planner with FMC’s Link-Belt Division and then served as financial controller and operations manager. In 1981 he began his management consulting career first with Deloitte consulting, and then in 1988 with KPMG consulting. In 1992 he headed the National Cost Management Consulting Services for Electronic Data Systems (EDS) now part of HP. From 1997 until 2013, he was a principal consultant with SAS, a leading provider of business analytics software. His two most recent books are Performance Management: Integrating Strategy Execution, Methodologies, Risk, and Analytics, and Predictive Business Analytics. Mr. Cokins regularly presents at conferences for the AICPA and state CPA societies. He is a certified CPIM with The American Production and Inventory Control Society (APICS). He is currently the part-time executive in residence for the Institute for Management Accountants (IMA).
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