Learning Objectives
Attendees will learn:
- how traditional performance management systems and processes
unknowingly create blinders that limit success
- how to develop and use a profile of performance improvement opportunities to
drive stronger performance
Program content
The performance of a strong, value-creating company has two characteristics.
First, the company's returns exceed its cost of capital. Second, the company
captures its full market potential, leaving little, if any, money on the table.
To perform at this level, executives must develop an understanding of their
businesses that goes beyond that reflected in "How well are we doing, and
why?" information systems. They need more than densely descriptive
explanations of past and present performance. They must also answer the
question, "How well should we be able to perform?" And they must
incorporate the answer to this question into all of their fundamental
performance management processes.
By failing to answer this question well, companies create performance
blinders that limit their success. But by answering it well, executives can
ensure that organizational resources are focused on those issues that offer the
greatest leverage for improving earnings. This supports the cohesive action that
superior performance requires.
In this presentation and case study, learn a
methodology for answering "How well should we be able to do," and for incorporating this into performance evaluation systems,
goal-setting processes, and incentive programs. This approach, called Opportunity Profiling™, offers a dramatic departure from traditional
performance management information. By focusing on decision-making rather than
on description, and by looking forward rather than backward, an Opportunity
Profile™ delivers the information that decision-makers need, and can use
immediately, to most effectively focus organizational attention and resources on
their best opportunities for performance improvement.
Participant level of understanding
This program is intended for participants with a basic or intermediate level of understanding on the topic.
About David Crandon and Scott Reitan
David Crandon and Scott Reitan are management consultants who help clients
improve their performance through stronger decision processes and
decision-support information technology applications. They have developed
Opportunity Profiles™ for clients in the banking, insurance, retailing,
consumer packaged goods, and data processing industries.
David developed both the Opportunity Profiling™ methodology and the
Opportunity Browser® system, an application that clients use to identify and
focus organizational attention on their highest leverage profit improvement
opportunities.
David began his career with McKinsey & Company, where he consulted to
large financial institutions and led the firm's rate risk management practice.
Following this, David co-founded Treasury Services Corporation (TSC), which
delivered information technology solutions to address a broad range of
strategic, financial, and marketing business needs for large financial
institutions, world-wide.
Scott began his career with Ernst & Whinney, consulting to large
companies in a variety of industries, and leading the Minneapolis financial
services consulting practice. He then joined First Bank System, to lead the
development and management of the Bank's profitability measurement, planning,
and analysis functions. Following this experience, Scott spent several years
with Oracle Corporation, providing consulting services to large financial
services clients, and leading international go-to-market and solutions strategy
for the financial services industry.
David and Scott can be reached at dcrandon@opportunitybrowser.com
and sreitan@opportunitybrowser.com, respectively.
