Details

<p>Foreword xi</p> <p>Preface xiii</p> <p>Acknowledgments xv</p> <p><b>Chapter 1 Strategy Gap 1</b></p> <p>What Gap? 1</p> <p>Failure of Strategic Plans 3</p> <p>Management-Induced Gaps 5</p> <p>Process-Induced Gaps 7</p> <p>Technology System-Induced Gaps 13</p> <p>Role of the Chief Financial Officer 19</p> <p>Corporate Performance Management 20</p> <p>Summary 23</p> <p><b>Chapter 2 Strategy in the Next Economy 25</b></p> <p>Strategy Challenge 25</p> <p>Business as Unusual 26</p> <p>Change and Uncertainty 27</p> <p>Strategy Defined 30</p> <p>Strategy Management 33</p> <p>Integrating Top-down and Bottom-up Strategic Management 34</p> <p>Discontinuities 37</p> <p>Summary 40</p> <p><b>Chapter 3 Corporate Performance Management Processes 43</b></p> <p>Event-Driven Approach 43</p> <p>Key CPM Processes 44</p> <p>Summary 62</p> <p><b>Chapter 4 Measurement and Methodologies 64</b></p> <p>Does Measurement Make a Difference? 64</p> <p>State of the Measurement Art 67</p> <p>Effective Performance Measurement 71</p> <p>Performance Measurement Methodologies 73</p> <p>Summary 85</p> <p><b>Chapter 5 Corporate Performance Management Systems 88</b></p> <p>Impact of Technology on the Finance Function 88</p> <p>Characteristics of CPM Systems 93</p> <p>Architecture of a CPM System 96</p> <p>CPM Data Tier 100</p> <p>CPM Application Tier 111</p> <p>CPM Client Tier 112</p> <p>Summary 121</p> <p><b>Chapter 6 Corporate Performance Management at Work 122</b></p> <p>Early Adopter Approach 122</p> <p>Summary 137</p> <p><b>Chapter 7 Getting Started 139</b></p> <p>One Piece at a Time 139</p> <p>Choosing the Right Team 140</p> <p>Building a CPM Road Map 142</p> <p>Calculating Return on Investment 152</p> <p>Summary 160</p> <p><b>Chapter 8 Designing a Corporate Performance Management Solution 162</b></p> <p>Design Framework 162</p> <p>CPM Data Model 163</p> <p>User Interface 168</p> <p>Reports and Analyses 174</p> <p>Summary 182</p> <p><b>Chapter 9 Implementing a Corporate Performance Management Solution 184</b></p> <p>Knowledge and Choices 184</p> <p>Project Planning 185</p> <p>Build or Buy? 188</p> <p>Selecting a CPM Package 192</p> <p>Controlling the Implementation 198</p> <p>Summary 206</p> <p><b>Chapter 10 What Lies Ahead 207</b></p> <p>Communicating Value 207</p> <p>Connected World 210</p> <p>Closing the Gap between Finance and Information Technology 213</p> <p>Summary 214</p> <p>www.wiley.com/go/strategygap (password: Strategy)</p> <p>Appendix A CPM Process Review Template</p> <p>Appendix B Strategy into CPM Data Model Template</p> <p>Appendix C CPM Project Scope Template</p> <p>Appendix D Software Evaluation Checklist</p> <p>Appendix E Sample Implementation Project Plan</p> <p>Appendix F CPM Vendor Proposal Template</p> <p>Appendix G Software Vendor Scorecard Template</p> <p>Index 217</p>

"...a well-argued foundation for managers who are all too aware of that short-term 'noise' that often gets in the way of their...strategic goals..." (<i>Information Age</i>, June 2003) <p>"...could just go down in history alongside books like Crossing the Chasm as a technology industry must read..." (<i>Computer Business Review</i>, August 2003)</p>

<b>MICHAEL COVENEY</b> is Senior Director of Strategy Management for Comshare, Incorporated, a leading provider of software to help companies implement and execute strategy. <p><b>DENNIS GANSTER</b> is Chairman, President, and CEO of Comshare.</p> <p><b>BRIAN HARTLEN</b> is Senior Vice President of Marketing for Comshare.</p> <p><b>DAVE KING</b>, PhD, is Senior Vice President of Product Development as well as Chief Technology Officer for Comshare.</p>

<b>Praise for <i>The Strategy Gap</i></b> <p>"With a better handle on the financial pulse of the business, enterprises will be better able to meet the Street's expectations of financial transparency and corporate accountability. The writers do a masterful job of getting readers to this point of awareness, and further display their insight by explaining how corporate performance management (CPM) and finance are essentially ‘joined at the hip’ in concept and execution. This interdependence must be embodied in methodology and technology for CPM to work. Chapter ten (What Lies Ahead) is a must-read for C-level executives–and their IT counterparts–that want to quickly catch up on some of the new technologies shaping CPM and finance."<br />—<b>Alan Y. C. Yong</b>, Director, Financial Analytics, Aberdeen Group</p> <p>"This book is a must-read for all students of business, from college students to CEOs. The authors have an uncanny ability to create excitement on topics that have been a part of business vocabulary for a long time. Without doubt, this book will also affect the thinking of software innovators who see opportunities for a new generation of software to support the book’s concepts and theories."<br />—<b>Dr. G. R. Wagner</b>, Distinguished Professor, Peter Kiewit Institute, University of Nebraska</p> <p>"<i>The Strategy Gap</i> provides a pragmatic insight into where the barriers to execution of a corporate strategy are. Backed by excellent examples, we're shown not just 'here's what you should do' but also 'here's how to do it.' The book helps make the black art of turning strategy into tactics a clearer process that is more accessible to those who need it. The Strategy Gap is almost a handbook of how to take strategic decisions and support their execution with the help of information technology."<br />—<b>Rick Crandall</b>, Chairman, Giga Information Group</p> <p>"This book authoritatively describes the disconnect between many companies' strategic planning efforts and the successful implementation of the plans. It combines academic rigor and practical 'how to.' It brings strategists' and technologists' knowledge together in a very insightful, readable, and useful book."<br />—<b>Hugh Watson</b>, C. Herman and Mary Virginia Terry Chair of Business Administration, Terry College of Business, University of Georgia</p>

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