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Home > Products
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Performance
management whitepapers and articles
With a dedication to
helping organizations align execution with strategy, ISSEL
has gathered industry articles, white papers, analyst reports
and Pilot Software original content to help educate you on
how you can achieve operational performance management success.
* Some articles require a quick registration
to access.
General
Performance Management
Life
Keep up to date with Jonathan Becher, CEO of
Pilot Software, as he blogs
about aspects of the Performance Management world as
he sees it.
 Performance
Management overview
By Pilot Software
Although performance management solutions should not be viewed
as one-size-fits-all, there are a number of core features
that should be considered to establish a solid foundation
for effective performance management. Use the checklist below
when evaluating solutions to build the right foundation for
your organization.
Recommended
Performance Management features, A checklist
By Pilot Software
This document provides a quick and concise explanation of the evolution of performance
management, including market drivers and related technologies that will help
you build a case for the need for performance management within your organization.
Pilot provides tools to improve performance
By Mark Smith, Ventana Research
PilotWorks 2006 offers advanced capabilities not found
in products from business intelligence providers such as
Business Objects, Cognos, Hyperion, MicroStrategy, Oracle
and SAP.
Enabling
alignment for Operational Peformance Management
By Mark Smith, Ventana Research
Managing a company's operations in such a way that it
takes the right actions in relation to organizational objectives
and initiatives is part of the foundation for driving alignment
in Performance Management. Pilot Softwtare now offers a new
version of PilotWorks to futher enable Operational Performance
Management to adapt to an organisation's management process
and review.
Glossary
of terms
By Pilot Software
This glossary of terms helps educate you on performance
management related terms, definitions and concepts. If you
need more information or clarification, feel free to email
us at info@issel.co.uk
How
to jump start your Performance Management Project *
By Pilot Software
By aligning everyone in the organization toward common goals, performance management
holds tremendous potential to improve organizational performance. Too often,
however, that potential is never reached, as data-driven or top-down projects
die on the vine, never having gotten into production or demonstrated value. Organizations
can avoid this fate by following a four-step process to jump-start their deployments
and leverage initial success. If enough organizations follow this approach, perhaps
performance management will reach its full potential.
Demystifying
Performance Management *
By Pilot Software
In fact, unlike some of its predecessors in the business and technology world — whose
data excess often created more fog than clarity — performance management,
approached correctly, actually distills information down to the essential, sharpening
an organization’s focus on the critical path to achieving its goals, both
short- and long-term.
Mitigating
metrics madness: Distinguishing between metrics and KPIs *
By Pilot Software
Establishing the right KPIs is as essential a component of successful strategy
execution as defining the right strategy for your organization. Trying to execute
without KPIs — or perhaps worse, the wrong ones — is akin to taking
a road trip without using a map: if you’re lucky enough to ultimately make
it to your intended destination, it is likely to have cost you excessive cycles,
wrong turns and detours — not to mention frustration — to get there.
Moving
from a metrics-based system to actionable performance
management *
By Pilot Software
By following a few simple steps, you can harness existing metrics-based dashboards
for effective use in a performance management program. In order to lay a strong
foundation for your performance management project, try to start with your goals
rather than metrics, to focus attention on desired outcomes rather than just
activities.
Use Performance Management To Realize the Promise of CRM:
An Interview With Pilot Software's Jonathan D. Becher
By Bob Thompson, CRMGuru.com
CRM systems have helped companies automate processes, but businesses
need something more targeted to move the company forward. Pilot
Software CEO Jonathan D. Becher sees his company's solution,
operational performance management, as a way for businesses
to gauge how well they are moving toward the business' operational
goals—for a more customer-centric approach. CRMGuru.com founder
Bob Thompson speaks with Becher about the Pilot approach in
this inaugural edition of Inside Scoop.
What happened to Pilot Software?
By Philip Howard, Bloor Research
This is what we wrote about Pilot Software (then
a part of Dun & Bradstreet) in Bloor Research's 1996 report EIS
Tools in the Data Warehouse: "Pilot Software could be
fairly described as one of the 'founding fathers' of the
EI and Decision Support software concepts. In many respects
it developed the core technology algorithms for multi-dimensional
analysis that form the building blocks of modern day products
in the Data Warehouse and EIS/OLAP market. With such a history
and pedigree, Pilot has a rather unique status in the industry,
having delivered Decision Support systems to satisfy the
needs of virtually every area of business and Government
throughout the world during the last 10 years".
The
Management Imperative at Midsize Companies: How to Use
Strategy and Performance Management as Competitive
Weapons *
By Mark Friedman, president of Real Time Strategy
This white paper explores how the strategy process is different
for firms of varying sizes and discusses how midsize companies
can leverage this difference to their advantage.
Performance
Management: The Business Imperative for This Decade An
Open and Modular Approach *
By Mark Smith of Ventana Research
This exclusive white paper explores how an open and modular
performance management solution can help organizations remain
competitive and increase profitability. The paper also discusses
why the most successful performance management initiatives
follow an iterative approach.
Dashboards
or Scorecards — What's the difference?
By Mark Smith for Ventana Research
This analyst report discusses the difference between dashboards and scorecards
and highlights how organizations can leverage this understanding to make better
decision about the tools they use for performance management.
The
alignment focused organization *
By Pilot Software
Most companies have a well-defined strategy, but fail on
execution. While there are various reasons for this, most
often execution fails because day-to-day operations are not
aligned with organizational strategy. In an attempt to bridge
the gulf between strategy and execution, organizations often
employ financial numbers; however, because of their backward-looking
nature, financial numbers and other lagging indicators lack
sufficient predictive power to provide early warning of trouble
areas and enable more proactive decision making.
You Say Metric, I say Distraction
By Jeanette Burriesci for Intelligent Enterprise
Trend story on the proper use of performance management,
which can sometimes yield unexpected results. Wayne Eckerson
of The Data Warehousing Institute points out that this coordination
is essential to the definition and success of performance
management. According to Eckerson, “Budgeting, scorecarding,
and business intelligence are all components of Business
Performance Management (BPM). You can't do BPM without them.
But they aren't what BPM is
about.
BPM is much broader and bigger than any of these individual
components... It is a series of processes and applications
designed to optimize the execution of business strategy.” The Soft Side of Performance: Why culture is crucial to
maximizing return on performance management software
By Raj Aggarwal for Intelligent Enterprise
Article examines the relationship between company culture
and ROI of performance management software. Early adopters
of performance management are finding that, without addressing
the so-called "soft" issues related to corporate
culture, companies are unlikely to maximize the return on
their performance management investments. The essential planning
steps involved in implementing performance management must
focus on identifying key performance metrics and IT requirements.
Dashboard Confusion
By Stephen Few, Edited by Margy Ross for Intelligent Enterprise
In an attempt to alleviate confusion about related performance
management technologies, including dashboards, the author
develops a standard definition for the term dashboard: "A
dashboard is a visual display of the most important information
needed to achieve one or more objectives; consolidated and
arranged on a single screen so the information can be monitored
at a glance."
The
Future of BI — About the Same as Yesterday
By Gabriel Fuchs, La Suisse Insurance Company in Switzerland
for DM Review
This article discusses how performance management is more
than business intelligence (BI) and how most users in an
organization are not well served by OLAP and BI.
A Primer on Metrics: Metrics are fast becoming the means
by which businesses measure and manage performance
By Gary T. Smith for Intelligent Enterprise
This trend story on metrics for performance management and
their use in dashboards and other reporting formats discusses
how metrics must be selected to give the greatest amount
of information while requiring minimal resources.
KPI of the Month
By Tony Politano for businessintelligence.com
This article attempts to demystify the confusion between
key performance indicators (KPIs) and metrics, and provides
definitions for terms such as leading vs. lagging indicators.
Aligning Action and Values
By Jim Collins
This article explores how executives spend too much time
drafting and wordsmithing, and not enough time trying to
align their organizations with the values and visions already
in place. In addition, the article points out that the world's
most visionary organizations concentrate primarily on the
process of alignment, not on crafting the perfect "statement."
Plotting
Success with "Strategy Maps":
A framework for aligning intangible assets and processes
with the business
strategy
By Robert Kaplan and David Norton for Optimize Magazine
This article discusses the Balanced Scorecard Collaborative's
approach to visually aligning intangible assets and business
strategy using what they call strategy maps. This article
provides a quick and easy read on one the of many ways to
use visual representations to achieve goals and objectives.
Intelligent Enterprise Ebook on Performance Management *
By David Stodder, Steve Player, Mark Smith, Philip Russom
and Nancy Zurell for Intelligent Enterprise
This series of articles provides a crash course on performance
management. Articles include: "Successfully Performance
Management Systems," "Leveraging Performance Management
for Business Excellence," "The Drive to Effective
Business Performance Management," "Five Easy Pieces
[to performance management]" and "Built for Speed."
Case
study: Aviation - Advancing the Goal. Each and every
one, each and every day. *
By Pilot Software
To provide airspace safety, efficiency
and capacity to users of aviation through state-of-the-art tracking and guidance.
Case
study: Retail - Understanding retail performance - every
day. *
By Pilot Software
Top Dutch department store De Bijenkorf worked with Pilot Software to help
align retail strategy with execution. Managers across the business now make more
informed decisions through easy access to near real-time data on key retail performance
indicators.
Sales
Performance Management Increases Sales Productivity *
By Best Practices, LLC
A diverse group of sales veterans from top pharmaceutical
companies around the world recently shared the measures they
use to increase sales performance in this PowerPoint presentation.
According to a new study by pharmaceutical benchmarking and
consulting firm Best Practices, LLC entitled "Increasing
Sales Productivity through Superior Sales Force Performance
Management," top-performing companies structure and
deploy their sales forces and measure their performance to
ensure that they have the greatest chance of achieving top
sales performance. The study examined the sales force performance
management tactics and strategies of 13 leading companies
including Eli Lilly, GlaxoSmithKline, Novartis and Pfizer.
Case
study: Pilot Fashions and Operational Alignment: Bridging
the Gap between Strategy and Execution *
By Jonathan D. Becher, CEO, Pilot Software
The gap between strategy and execution can be bridged with operational alignment.
Operational
alignment increases the effectiveness of an organization by ensuring that all
stakeholders are working towards common objectives and by increasing transparency
so that all
stakeholders know how their efforts affect everyone in the organization. An alignment-centric
organization motivates their employees with common strategic objectives,manages
operational programs that support these objective,monitors progress towards incremental
milestones and key performance indicators,and measures operational performance
to identify both problems and areas for growth.
Services
Contracts Renewal Performance Management: Going
beyond operational efficiency to effectiveness to transform
service centers
into profit centers *
By Pilot Software and I-Knowledge
Striving to remain competitive in an increasingly challenging
economy, you’ve made your service organization as efficient
as it can be. So how do you continue to advance your service
business and transform it into a profit center contributing
to corporate objectives? This paper outlines how to use operational
performance management to align a sound contracts renewal
strategy with effective execution to deliver tangible improvements
to the service organization’s overall effectiveness — and
help transform it into a profit center.
White
paper: Performance Management for Contact Centers *
By Pilot Software
While most call centers have gone beyond managing by intuition to managing by
the numbers, few have updated their metrics to reflect their emerging role as
a unified contact center. As a result, organizations may be faced with an unintentional
disconnect as employee incentives and activities are not aligned with contact
center goals. Performance management removes this disconnect by tying together
objectives, initiatives and metrics, increasing alignment and performance of
the contact center.
Government
Case
study: Collaborating to Meet Constituents Needs *
By Pilot Software
Local government helps itself, and others, leverage technology
for improved performance. To provide and enhance quality programs,
services, and facilities that reflect the goals of the community
while always promoting health, safety, public welfare and
quality of life for our citizens.
Strategy and Performance Management in the Government *
By James B. Whittaker Retired Rear Admiral, U.S. Navy,
and author of "President's Management Agenda: A Balanced
Scorecard Approach"
In this exclusive white paper, you will learn the drivers
of performance management in the government sector and how
agencies can become more effective, results-oriented and
externally focused using the latest performance management
methodologies and technologies.
Case
study: Federal agency
By Pilot Software
How one US Federal agency implemented Pilot Software performance
management tools and earned recognition
as “the model performance-based organization”.
Operational
Performance Management in the Government
By Pilot Software
Pilot Software brochure for performance management
in the government.
Web channel
Web Channel Performance Management: Aligning Web
site Vision and Strategy with Goals and Tactics *
By Jim Sterne, president of Target Marketing and author
of "Web
Metrics: Proven Methods for Measuring Web Site Success"
This white paper discusses why Web analytics has failed to
meet the promise of unimaginable Web channel success. It
also discusses how organizations can use Web channel performance
management solutions to align business components including
vision, strategy, goals and tactics in order to achieve overall
Web site goals and objectives.
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