Corporate performance management
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Corporate performance management (CPM) is a concept introduced by Gartner Research in 2001, which "all of the processes, methodologies, metrics and systems needed to measure and manage the performance of an organization."[1]
Until recent years business owners assessed the performance of their enterprises (usually monthly) by seeing if the objectives in their strategic plan were being met and the targets in their budget exceeded.
For years, owners have sought in vain to drive strategy down and across their organizations, they have struggled to transform strategies into actionable metrics and they have grappled with meaningful analysis to expose the cause-and-effect relationships that, if understood, could give profitable insight to their operational decision makers.
Now corporate performance management (CPM) software and methods allow a systematic, integrated approach that links enterprise strategy to core processes and activities. “Running by the numbers” now means something as planning, budgeting, analysis and reporting can give the measurements that empower management decisions.
Unlike business intelligence or data warehousing, there is not a single person that can be pointed to as the 'father of CPM'. Recently, though, a number of books have tried to make the methodology of CPM more approachable, including the Chief Performance Officer methodology.
[edit] See also
[edit] Notes
- ^ Buytendijk, Frank; Geishecker, Lee; Wood, Brian (2004), Gartner Research, "Magic Quadrant for CPM Suites: No Dramatic Movement in 2004" Accessed 14 February 2006.
[edit] Further reading
- Wade, David and Ronald Recardo, Corporate Performance Management. Butterworth-Heinemann, 2001 ISBN 0-87719-386-X
- Mosimann, Roland P., Patrick Mosimann and Meg Dussault, The Performance Manager. 2007 ISBN 978-0-9730124-1-5
