Over at Intelligent Enterprise, an article entitled “How to Get to Better Planning and Budgeting” provides five questions every finance organization should ask: Is the planning and budgeting process as strategic as it could be? Are the budgets as accurate as they should be? Does your planning really help increase your company’s agility? Could your…
Archive | alignment
Beat The Odds
It’s been a while since I’ve blogged a book but on the plane back from Germany I stumbled on an email that Nenshad sent me back in Feb with an excerpt from Chapter 9 of “Beat the Odds: Avoid Corporate Death and Build a Resilient Enterprise” by Robert A. Rudzki. In a section called measure…
I beg to differ
There hasn’t been enough debate on this blog recently so I’m hoping this post will stir things up a bit. Over at the other guys, Frank wrote a post titled EPM and Strategy Management that I had to read four or five times to understand. Even now, I’m not completely sure what he’s getting at. My confusion…
Planning vs. Budgeting
Openly, I get annoyed when people use the term planning to describe budgeting. While the terms planning and budgeting are often used interchangeably, they’re not the same thing. Budgeting is how you allocate resources (typically financial) to reach specific objectives. Budgeting helps you create an estimate of income and expenses for a specific time period. Budgeting manages money…
Achilles’ other heel
Avisen certainly intrigued me with a post called The Achilles heal (sic) of Performance Management. It’s widely agreed that many performance management projects deliver less value than originally promised. The issue is so endemic that a colleague once asked me “Does performance management have any value?” Imagine my disappointment when, after wading through nearly 1000 words of…
Measuring (Lack of) CRM Usage
One of the most common complaints about customer relationship management (CRM) systems is that individual reps don’t use them. This isn’t very surprising to me, as many CRM deployments are designed to give visibility to management or to streamline the ops person’s ability to forecast, rather than to add value to the individual rep. Organizations try…
Bad KPIs, bad behavior
I received the following email about my Love/Hate Boss post: Your recent comments about relationship between boss styles and KPIs really hit home but in a different context than you described. My boss is currently developing KPIs for me and my team to judge our 2008 performance and he asked me for input. When workers…
Love or Fear the Boss
Should you love or fear the boss? In a Harvard Business Review article entitled Love and Fear and the Modern Boss, Scott Snook writes: Five hundred years ago, Niccolò Machiavelli posed the question of whether it is better for a leader to be loved or feared, concluding that if you can’t be both (and few…
SMART Objectives
Over at Crossderry, Paul talks about the challenges of choosing SMART objectives for performance evaluations. As he points out, coming up with good objectives isn’t easy and, all too often, managers and employees settle for ones that are innocuous and toothless. I wish the situation were otherwise but in most companies there’s no compelling reasons…
Beyond the core blue ocean strategy
Strategy consultants seem to recommend to go beyond the core blue ocean. Confused? Let me explain. Chris Zook’s book Beyond the Core describes how an organization can continue to grow after its core business has plateaued by finding adjacent opportunities which both leverage and reinforce its core strengths. Zook recommends a series of small, harmonious adjacent moves to maximize long-term…