Performance Management
Technology Platform
While you may have any number of decisions to make during your business day, they depend on answers to these fundamental questions:
- How are we doing?
- Why?
- What should we be doing?
Scorecarding, business intelligence, and planning and consolidation technologies answer these questions. The questions connect; PM requires they not be stand-alone elements. The answers must also be based on a common understanding of metrics, data dimensions, data definitions, and views of the organization.
PM's real value is found in the seamless way decision-makers can move among these fundamental questions. The single, integrated technology platform is vital, so important in fact, that the practical definition of PM became the integration and automation of scorecarding, business intelligence, and planning.
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See an expanded version of the PM technology platform. |
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Cognos delivers the integrated planning, query and reporting, analysis, dashboards, event management and metrics management capabilities necessary for better decisions and performance management. It underpins these capabilities with the platform services necessary for complete integration.
With Business Intelligence, address performance problems such as:
- Meetings bog down in multiple versions and interpretations of the truth.
- You don't understand the "Why" behind business results.
- Information in reports arrives too late for action.
More: Business intelligence software 
With Scorecarding software, address performance problems such as:
- Management doesn't have an effective snapshot view of business performance.
- People don't understand how strategy translates into priorities.
- People lack the information to be held accountable because they can't measure how they are performing against targets.
- You base metrics on what can be measured, rather than what must be accomplished.
More: Scorecarding software
With Planning and consolidation software, address performance problems such as:
- Inflexible, time-consuming planning produces results that are not worth the effort.
- Financial and consolidation processes are circuitous; depend on too many manual interventions, and present significant control risk.
- Planning by Finance departments primarily means other departments aren't engaged effectively or don't buy-in.
- Performance targets are best guesses rather than predictable, creating problems with the market and shareholders.
More: Business planning and consolidation
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