Any manager, whether on an executive, business unit or departmental level, will agree that insight in the risks that influence the achievement of set objectives will help in improving the chances of achieving those objectives. In most organizations, however, this insight is lacking or limited to isolated functional or departmental views on risk. This white paper introduces an approach that integrates risk and compliance management tightly with strategy management, operational performance management and business process management in order to facilitate effective risk and compliance management that reduces costs, improves quality and ensures strategy execution.

How can your organization build-up compliance with the complex new financial reporting rules enforced by the Sarbanes Oxley law? And, more importantly, how can your organization get this capability in place in time? This white paper discusses a proven approach for improving internal control based on a combination of process documenting and performance reporting software, called integrated management system software.

While quality and patient safety are critical to the operation of a hospital, these core processes often lack a strategic context. Hospitals that explicitly integrate quality and strategy are more likely to outperform their peers. Quality with strategic context will lead to superior customer satisfaction, market share, and financial results. The strongest methodology to creating this quality-strategy context is through Healthcare Performance Management (HPM).

Business Process Management (BPM) provides a solid and widely implemented framework for defining and managing your operations as business processes. Balanced Scorecard (BSC) is a globally accepted methodology for putting strategy into action. Combining both, Business Activity Monitoring can be used to make your current operations more effective and efficient and to guarantee your company’s success in the longer term by creating agility to respond fast to the changes in your business environment.

Many Business process Management Projects fail because they fail to recognize two key drivers of BPM success: Strategy alignment and participation and leadership from the business side of the organization. This white paper introduces BPM by looking at each phase of the BPM cycle, identifying the most common pitfals and provides advice on how best to avoid them.

Hospitals and medical centers are going through interesting times. They are not only experiencing the typical challenges of reimbursement, patient safety, and inconsistent quality, but additional challenges are arising. Performance and process management can help in overcoming these tough challenges. These management methods can be easily adapted to both public and private health care organizations to provide the significant benefits. This white paper describes how.

The state of the new economy is forcing most organizations to evaluate, and often rebuild and restructure, their ability to execute strategy. The execution of organizational strategy is most often facilitated through the use of a system we label the Strategic Performance Management System. Effective strategy execution, enabled through the use of an automated SPMS, will help your organization succeed in the new economy.

Before Government and Nonprofit organizations can develop a Balanced Scorecard they must consider alterations to the geography of the model to fit their particular circumstances. In this White Paper, recognized Balanced Scorecard expert Paul Niven discusses potential adaptations these organizations may take in order to leverage the Balanced Scorecard framework best for their particular needs.

Many Balanced Scorecard initiatives fail to provide bottom line impact or envisioned organizational change. There are three fundamental problems with the Balanced Scorecard work to date, the scorecards are not balanced, the scorecards are not linked to the strategic directions of the enterprise, and the scorecards are not institutionalized within the organizations. This white paper describes a proven approach for insuring success and providing velocity to the Balanced Scorecard in order to significantly increase the performance of the organization.

Lack of comprehensive perception of the organization’s capabilities results in ill-defined goals that lead to serious limitation in achieving organizational goals. Therefore, selecting an appropriate set of strategies founded on the thorough understanding of the organization’s absorptive capacity and the high end communication technology is not a luxury any more. It is the survival necessity. This white paper will review basics of the BSC, discuss it's challenges and benefits and how these were overcome/achieved in the California public sector.

This White Paper demonstrates how Business Intelligence and Performance Management complement each other in providing management a complete picture of business performance. It furthermore builds the case for collaborative management in facilitating the successful continuous improvement of a Performance Management system.

Business Process Management (BPM) provides a solid and widely implemented framework for defining and managing your operations as business processes. Balanced Scorecard (BSC) is a globally accepted methodology for putting strategy into action. Combining both, Business Activity Monitoring can be used to make your current operations more effective and efficient and to guarantee your company’s success in the longer term by creating agility to respond fast to the changes in your business environment.

The implementation of a BSC should always be organized as a separate management system development project. The project should be planned in the same detail as any other project in the organization and standard project management procedures should be followed. The actual implementation of a Balanced Scorecard can be divided into five phases: Model synthesis, technical implementation, organizational integration, technical integration and operation. This White Paper provides guidelines for the successful execution of each of these phases.

The healthcare market is faced with a number of critical issues — patient safety, staffing, declining reimbursement, the emergence of new competitors, access to capital, and an aging population. Succeeding, or even surviving, in today’s environment requires a new approach to hospital management where the organization is aligned and focused around the right actions. Hospitals are turning to a solution called Healthcare Performance Management (HPM). HPM is aimed at strengthening and formalizing processes in place in every hospital — performance measurement, strategy implementation, communication, and knowledge management. This white paper introduces HPM and provides guidelines on making HPM work.

A top concern of Human Resource executives is how to get to the management table? Recent research at the Balanced Scorecard Collaborative confirms that many organizations lack the tools and the science to elevate support and administrative functions to a strategic level. The Balanced Scorecard can help position HR as a strategic partner to the enterprise. This white paper describes how.

The main challenge for the revenue assurance team within the telecommunication industry is to obtain accurate and timely information to quantify and to reduce revenue leakage. This white paper addresses the financial perspective of implementing the RA Plan. After implementing this solution, Telecommunication Service providers will have a near-real time monitoring tool that answers the fundamental revenue assurance questions: How much money are we losing? What is being done to prevent losses?

Corporate Performance Management brings the integration of processes, metrics and systems. It is a corporate wide strategy that seeks to align departmental initiatives to prevent managers from optimizing local business at the expense of overall corporate performance. This White Paper describes how with the support of the modern technology and a pragmatic implementation approach, the highest corporate maturity level can be reached with relatively low investments.

While quality and patient safety are critical to the operation of a hospital, these core processes often lack a strategic context. Hospitals that explicitly integrate quality and strategy are more likely to outperform their peers. Quality with strategic context will lead to superior customer satisfaction, market share, and financial results. The strongest methodology to creating this quality-strategy context is through Healthcare Performance Management (HPM).

Balanced Scorecard gives companies and organizations the decision support they want and need at the right point in time. Unfortunately, the majority of companies and organizations still hold the delusion that they can monitor the organization with budgeting and other traditional methods. It is time to acknowledge that without modern methodologies to run and monitor their organization, these companies face the risk of falling behind and loosing competitive advantages when compared to their competitors.

Digital Dashboard is a historical term that has been redefined into a new approach. It will help you drastically cut the Monday morning clutter. This White Paper provides an introduction to digital dashboards, how to build and maintain them effectively and how leading companies worldwide have implemented them to propel them forward compared to their competitors.

Hospitals and medical centers are going through interesting times. They are not only experiencing the typical challenges of reimbursement, patient safety, and inconsistent quality, but additional challenges are arising. Performance and process management can help in overcoming these tough challenges. These management methods can be easily adapted to both public and private health care organizations to provide the significant benefits. This white paper describes how.