There are techniques that can prevent failure with implementing performance management methodologies, such as strategy maps, balanced scorecards with KPIs, customer profitability reporting, and driver-based budgeting, among others.
But, before using these techniques, you first need to understand what the barriers are. This webcast will describe why the adoption rate of performance management has been slow, and will reveal lessons learned to overcome obstacles.
Learning Objectives
After this webcast you will know how:
- To clarify the confusion and ambiguity about what enterprise performance management is.
- To describe the three main barriers that prevent full success with implementing performance management methodologies – technical (data), model design, and social (people).
- To explain misconceptions about how to use PM methodologies, such as balanced scorecards and activity based costing.
- To use techniques to overcome the barriers, especially human nature's resistance to change.
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Learn how SAS Performance Management software can help you bring context and direction to your business intelligence initiatives and support a continuous process for improvement. |
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About Gary Cokins, Douglas T. Hicks
Gary Cokins is an internationally recognized expert, speaker, and author in advanced cost management and performance management systems. He is a Manager of worldwide performance management solutions, with SAS, a leading provider of business analytics software headquartered in Cary, North Carolina. Gary received a BS degree in Industrial Engineering/Operations Research from Cornell University in 1971and an MBA from Northwestern University's Kellogg School of Management in 1974.
Cokins began his career as a financial controller and operations manager for FMC Corporation and he has been a management consultant with Deloitte, KPMG Peat Marwick, and Electronic Data Systems (EDS). He is the author of five books:An ABC Manager's Primer,Activity-Based Cost Management: Making It Work, Activity-Based Cost Management: An Executive's Guide, Activity-Based Cost Management in Government, Performance Management: Finding the Missing Pieces to Close the Intelligence Gap, and his latest work Performance Management: Integrating Strategy Execution, Methodologies, Risk, and Analytics. Cokins also authors a performance management blog Closing the Intelligence Gap. You can contact him at gary.cokins@sas.com.
Douglas T. Hicks, CPA, CMC is President of D. T. Hicks & Co., a consulting firm concentrating on the decision costing needs of small and mid-sized organizations. Before establishing his firm in 1985, he accumulated over fifteen years of financial and management accounting experience, twelve of those years in industry. A graduate of the University of Michigan – Dearborn’s School of Management, he is a member of the Michigan Association of CPAs, the Institute of Management Accountants and the Institute of Management Consultants. In 1997, he received the University of Michigan - Dearborn Alumni Association’s Professional Growth and Scholarship Award for his work in advancing modern costing concepts.
Hicks' articles have been published in a wide variety of professional and trade magazines including Journal of Accountancy, Cost Management, ActionLine, Plastic Technology, Modern Casting, Precision, Printing Manager, Manufacturing Engineering, Leadership Excellence, and Management Accounting. His two books, Activity-Based Costing for Small and Mid-Sized Businesses: An Implementation Guide and Activity-Based Costing: Making it Work for Small and Mid-Sized Companies, have sold over 15,000 copies worldwide. He has also written several industry specific guides for adopting activity-based concepts and contributed chapters to others’ works on management accounting and supply chain management.
