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<p>FOREWORD xi</p> <p>PREFACE xiii</p> <p>ACKNOWLEDGMENTS xxi</p> <p><b>CHAPTER 1 What’s Broken and What’s Possible 1</b></p> <p>Strategy-Execution Gap 1</p> <p>Buckets of Pain 5</p> <p>The Promise of EPM 7</p> <p>What Enterprise/Corporate/Business Performance Management Is Not 7</p> <p>‘‘Business Intelligence with a Purpose” 12</p> <p>Notes 13</p> <p><b>CHAPTER 2 An Enterprise Performance Management Process 15</b></p> <p>Context 16</p> <p>Impact 17</p> <p>Responsibility 17</p> <p>Management Operating System 18</p> <p>Macro and Micro 27</p> <p>The Middle 28</p> <p>Summary 29</p> <p>Notes 30</p> <p><b>CHAPTER 3 Gather: Turning Data into Information 31</b></p> <p>Management by Exception 33</p> <p>Your Point of View 35</p> <p>Information Qualities 38</p> <p>Information Delivery 40</p> <p>Management and Statutory Reporting 44</p> <p>Sustainability Reporting 47</p> <p>Enabling Technologies 51</p> <p>Rationalization 53</p> <p>Potential Quick Wins 54</p> <p>Summary 54</p> <p>Notes 55</p> <p><b>CHAPTER 4 Understand: Turning Insights into Actions 57</b></p> <p>Business Questions 58</p> <p>Patterns and New Insights 63</p> <p>Big Data and Predictive Analytics 71</p> <p>Data Visualization 73</p> <p>Enabling Technologies 75</p> <p>Components for Your EPM Roadmap 75</p> <p>Potential Quick Wins 75</p> <p>Summary 77</p> <p>Notes 77</p> <p><b>CHAPTER 5 Debate: Turning ‘‘What If” into ‘‘What’s Next” 79</b></p> <p>People 81</p> <p>The Process 83</p> <p>Scenarios 85</p> <p>Resilience 88</p> <p>Drivers: What Moves the Needle? 89</p> <p>Debate Management 91</p> <p>Enabling Technologies 94</p> <p>Potential Quick Wins 95</p> <p>Summary 96</p> <p>Note 96</p> <p><b>CHAPTER 6 Commit: Bringing Accountability and Focus to the Enterprise 97</b></p> <p>Accountability 100</p> <p>Gaming the System 103</p> <p>Enterprise Planning and Forecasting 104</p> <p>Enabling Technologies 108</p> <p>Ingredients for Your EPM Roadmap 108</p> <p>Potential Quick Wins 108</p> <p>Summary 109</p> <p>Notes 110</p> <p><b>CHAPTER 7 Execute: From Insight to Actions to Results 111</b></p> <p>Everything Is Connected 111</p> <p>Sales Performance Management 113</p> <p>Sales Operations Performance 114</p> <p>Order to Cash Performance Management 116</p> <p>Supply Chain Performance Management 119</p> <p>Marketing Performance Management 123</p> <p>Summary 128</p> <p>Notes 128</p> <p><b>CHAPTER 8 Strategy: Aligned to the Right Outcomes 129</b></p> <p>The Language of Strategy 129</p> <p>Functional Value Maps 130</p> <p>Optics: Line of Sight 132</p> <p>Metrics Equal Focus 134</p> <p>Profitability 136</p> <p>Strategic Flexibility 137</p> <p>Closing the Gap 138</p> <p>Summary 139</p> <p>Notes 140</p> <p><b>CHAPTER 9 Bringing It All Together 141</b></p> <p>Alignment 142</p> <p>A Common Business Language 149</p> <p>Maturity Is in the Arrows 151</p> <p>Return on Investment and Total Cost of Ownership 154</p> <p>Standard Architecture 156</p> <p>Your EPM Roadmap 156</p> <p>Organizational Readiness: The EPM Center of Excellence 161</p> <p>Paralyzed by Feuds? 161</p> <p>EPM and Incentive Plans 162</p> <p>How Do You Get Started? 163</p> <p>Summary 167</p> <p>Notes 167</p> <p>APPENDIX: AN EPM MATURITY MODEL 169</p> <p>BIBLIOGRAPHY 175</p> <p>ABOUT THE AUTHOR 179</p> <p>INDEX 181</p>

<p><b>RON DIMON</b> is an experienced enterprise performance management executive with a proven record for strategy-to-execution initiatives. He is the Advisory Services partner at CheckPoint Consulting, LLC, a full-service EPM implementation firm. He previously worked at Hyperion Solutions (now part of Oracle Corp.) as senior director of the office of strategy and started his career with Deloitte. Ron has been a coeditor of or contributor to five books.

<p><b>ENTERPRISE PERFORMANCE MANAGEMENT DONE RIGHT</b></br> An Operating System for Your Organization <p>Never before has so much potentially useful information been available to organizations, along with new technologies that promise to manage and leverage this data with unprecedented power and efficiency. So why are so many uninformed decisions still causing serious organizational missteps? Why is there such a disconnect between available facts, relevant strategy, and fact-based execution? <i>Enterprise Performance Management Done Right</i> provides the thought leadership needed to address these gaps, offering a bridge between today's business intelligence systems and successful action. <p>The impact of enterprise performance management (EPM) on an organization's ability to compete is not theoretical. In this cutting-edge resource, expert author Ron Dimon reveals exactly how effective EPM can have a positive impact on revenue growth, operating margin, asset utilization, cash cycle efficiency, and other value drivers. Using plain, jargon-free language, Dimon lays out a framework—a "management operating system"—for breaking down counterproductive silos, ironing out redundant functions, and building common goals from shared information. <p><i>Enterprise Performance Management Done Right</i> gives organizations the tools to: <ul> <li>Turn raw data into useful information, and insights into effective actions</li> <li>Make the crucial distinction between strategic and tactical business factors</li> <li>Connect execution with both past results and future goals</li> <li>Conduct fact-based debates that build decision-making consensus</li> <li>Align strategy with outcomes</li> <li>Experience the benefits of interconnection and process integration at all levels</li> </ul> <p>Unlocking the power of information to leverage continuous improvement, <i>Enterprise Performance Management Done Right</i> provides the only comprehensive treatment available for this exciting new management toolset.

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