...CREATING ORGANIZATIONAL VALUE AND HIGH PERFORMANCE THROUGH INTEGRATED SUSTAINABILITY PROGRAMS AND BUSINESS INTELLIGENCE---A STUDY OF ACCENTURE As companies grapple with the current economic situation, many are recognizing that this particular downturn in the business cycle is different from those that preceded it. Indeed, today’s business context—characterized by rapidly intensifying globalization that has substantially increased the complexity, risk and uncertainty of doing business—has only served to exacerbate the challenge of managing through a difficult economy. Many of today's biggest challenges come down to the different kind of decision making required to be successful. Organizations seeking high performance must make faster and bolder decisions. Companies must think both the positive and negative consequences of decisions made in this fast-paced environment. The systematic study of the organization’s ability to develop and sustain a culture capable of delivering quality products and services over time enables us to identify and understand the general requirements for doing so and provides insight into how to do it. In this paper I will share what I have learned about creating and sustaining an organizational value through integrated sustainability programs and business intelligence that is capable of high performance in Accenture. In a time of changing consumer values and economic uncertainty, the marketing function has a more strategic role to play in driving growth...
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...Learning and Talent Management * Management Development – managers are a diverse population; some are highly qualified with MBA’s tones of industry experience and management ability; while others operate at middle junior levels in operational roles encompassing line management or project management responsibilities * Nevertheless development is a must, properly planned, structured and evaluated management development should be built around the organisation to make a crucial difference building the capability of the individual contributing to the organisation performance * It is essential to enhance people management skills of managers as their role is critical in the supporting employee engagement driving high business performance levels * (MD) is a structured process which managers enhance their skills, competencies and knowledge via formal or informal learning methods to the benefit of both the organisation and the individual * Managing involves the planning, organisation, co-ordination and implementation of strategies, programmes tactics and polices in respect of people, resources, information operations and finance * (MD) may incorporate one or all of the above areas depending on the level of management role * (MD) needs often stem from the day to day activities of managers; regular individual review of performance allows managers to discuss work issues and achievements and identify their personal learning plans * 360 Feedback...
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...Bringing the Balanced Scorecard to Life: The Microsoft Balanced Scorecard Framework White Paper By: Charles Bloomfield Insightformation, Inc. Published: May 2002 For the latest information, please see http://www.microsoft.com/business/bi/ Abstract This paper describes the Microsoft® approach to developing and implementing a Balanced Scorecard for enterprise performance management. It presents basic information on the Balanced Scorecard performance management methodology, and identifies key business issues that must be addressed in developing and deploying a balanced scorecard. The paper then presents the Microsoft Balanced Scorecard Framework (BSCF)—a comprehensive set of techniques, tools, and best practices to speed scorecard implementation using toolsets with which organizations are familiar. An extensive body of research and literature describing the Balanced Scorecard exists. That body of knowledge is constantly being expanded by The Balanced Scorecard Collaborative, Balanced Scorecard Institute, various consulting organizations, software companies, and client organizations. This paper cannot comprehensively cover such a complex topic or reflect accurately many of the nuances of scorecard development and implementation. Instead, it presents a basic conceptual overview of the Balanced Scorecard. Interested readers are encouraged to use the bibliography presented at the end of this paper as a guide to more detailed information. ...
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...Bringing the Balanced Scorecard to Life: The Microsoft Balanced Scorecard Framework White Paper By: Charles Bloomfield Insightformation, Inc. Published: May 2002 For the latest information, please see http://www.microsoft.com/business/bi/ Abstract This paper describes the Microsoft® approach to developing and implementing a Balanced Scorecard for enterprise performance management. It presents basic information on the Balanced Scorecard performance management methodology, and identifies key business issues that must be addressed in developing and deploying a balanced scorecard. The paper then presents the Microsoft Balanced Scorecard Framework (BSCF)—a comprehensive set of techniques, tools, and best practices to speed scorecard implementation using toolsets with which organizations are familiar. An extensive body of research and literature describing the Balanced Scorecard exists. That body of knowledge is constantly being expanded by The Balanced Scorecard Collaborative, Balanced Scorecard Institute, various consulting organizations, software companies, and client organizations. This paper cannot comprehensively cover such a complex topic or reflect accurately many of the nuances of scorecard development and implementation. Instead, it presents a basic conceptual overview of the Balanced Scorecard. Interested readers are encouraged to use the bibliography presented at the end of this paper as a guide to more detailed information. ...
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...dfdewhcfqid cvugdvd vefvbfv dcvd v f dfvThe Capabilities of Market-Driven Organizations George S. Day, 1993 [93-123] View/Order Item >> Comments from members >> Understanding Market Orientation Considerable progress has been made in identifying market-driven organizations, understanding what they do, and measuring the bottom-line consequences. The next challenge is to better understand how this organizational orientation can be achieved and sustained. The emerging capabilities approach to strategic management offers a rich array of ways to design change programs that will enhance a market orientation. This approach seeks the sources of defensible competitive positions in the distinctive, difficult-to-imitate capabilities the organization has developed. Capabilities are complex bundles of skills and knowledge, exercised through organizational processes, that ensure the superior coordination of functional activities and enable the organization to continuously learn and improve. Examples of defining processes include such typical business activities as order fulfillment, new product development, and service delivery. Capabilities of Market-Driven Organizations Capabilities are embedded in the business's "outside-in" processes, which guide the creation and delivery of value in the organization. Two capabilities stand out as essential ingredients of a market orientation: Market Sensing. This capability enables the business to learn about customers, competitors, and channel...
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...Unique Talent Strategy: A Collection of Case Studies Businesses now recognize the pivotal role that talent plays in the success of their organizations. They need talent strategies and programs that go beyond the ordinary – to achieve solutions that are fact-based and enable greater business performance. To learn more about how Mercer’s depth and breadth of talent management solutions and global resources can benefit your organization, please contact your local Mercer office or visit us at www.mercer.com/humancapital. Contents Creating a talent strategy to drive engagement in China 1 Developing a talent strategy to engage and up-skill staff 3 Developing a highly skilled workforce during rapid growth 5 Implementing lean manufacturing processes for a services-based organization 7 Designing a talent strategy through a three-day summit 9 Creating a "best fit" talent strategy to close skills gap 12 About us 15 About Mercer About Mercer’s talent management services and solutions Creating a talent strategy to drive engagement in China A global pharmaceutical company had committed to a growth and expansion strategy for emerging markets – China being central to this strategy. While business plans had been rigorously developed and agreed by the board, the organization believed its talent management practices were less robust. To ensure the organization would be successful in China, it knew its talent strategy had to be better...
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...competitors, Dell embarked on a three-year journey to segment its supply chain response capabilities. The company designed its supply chains based on a mix of cost optimization, delivery speed and product choices that customers value, while aligning internally across all functions to execute against this vision. Key Findings Dell's market and business strategies changed, requiring the company to move from a single supply chain to a customer segmentation supply chain approach. A unified, cross-functional business strategy with collaborative, decision-making processes across sales, marketing, product design, finance and supply chain is essential for segmentation. Segmentation is enabled by a cost-to-serve (CTS) methodology to dynamically allocate costs to business decisions, highlight net profitability and drive the right actions for each supply chain. Supply chain segmentation is a multiyear journey enabled by the development and alignment of organizational skills to the needs of the journey's different phases. Recommendations Start with segmentation of your company's customers and channels to understand the different demand rhythms and cycles. Focus on decreasing the time required to sense or shape changes to end-customer demand. Begin the design of your supply chain portfolio by isolating and quantifying costs of an end-to-end supply chain that optimizes for operational efficiency. Repeat this analysis for supply chains that require different supply chain...
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...low-cost competitors, Dell embarked on a three-year journey to segment its supply chain response capabilities. The company designed its supply chains based on a mix of cost optimization, delivery speed and product choices that customers value, while aligning internally across all functions to execute against this vision. Key Findings Dell's market and business strategies changed, requiring the company to move from a single supply chain to a customer segmentation supply chain approach. A unified, cross-functional business strategy with collaborative, decision-making processes across sales, marketing, product design, finance and supply chain is essential for segmentation. Segmentation is enabled by a cost-to-serve (CTS) methodology to dynamically allocate costs to business decisions, highlight net profitability and drive the right actions for each supply chain. Supply chain segmentation is a multiyear journey enabled by the development and alignment of organizational skills to the needs of the journey's different phases. Recommendations Start with segmentation of your company's customers and channels to understand the different demand rhythms and cycles. Focus on decreasing the time required to sense or shape changes to end-customer demand. Begin the design of your supply chain portfolio by isolating and quantifying costs of an end-to-end supply chain that optimizes for operational efficiency. Repeat this analysis for supply chains that require different supply chain responses...
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...TRANSVOYANT How to Minimize Supply Chain Risk with Threat Awareness and Thwarting The Situationally Aware Supply Chain™ Strategy Guides www.transvoyant.com How to Minimize Supply Chain Risk with Threat Awareness and Thwarting Table of Contents 2 INTRODUCTION 4 MODIFYING BEHAVIOR 6 OPTIMIZING DATA STREAMS 7 ASSESSING RISK 8 DOD INSIGHT 9 FINAL WORDS www.transvoyant.com 1 How to Minimize Supply Chain Risk with Threat Awareness and Thwarting Introduction to Supply Chain Risk Management Every enterprise must make supply chain risk management one of its core competencies. Yet few understand precisely the extent to which their supply chains are at risk, on which fronts, and least of all, how to address those threats. In fact, most feel far more in control than they are, with a persistent fog preventing visibility into how interdependent key risk variables impact their supply chain. A successful supply chain risk management strategy based on a unified platform is the only way to keep up with shifting risk zones. The platform must be agnostic with respect to point solutions that address specific challenges (e.g., vertical A or geography B), and flexible enough to cross correlate those solutions’ data in a way that drives behavior to minimize supply chain risk and take advantage of supply chain opportunities: • Geographic – terrorism; weather; natural disasters; geopolitical instability; privacy and trade route disruption, among others; ...
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... 6. Reference & Master Data Management 7. Data Warehousing & Business Intelligence Management 8. Document & Content Management 9. Meta Data Management 10. Data Quality Management Data Management: A Unified Approach Effective , unified Data Management Strategies depends on IT and Business users working together. When teams of IT and business users are formed to guide data management, the results are often positive. “The strategy around data management has to deal with the coordination and collaboration of people, processes and technology.” Collaborative teams enable enterprises to use data and drive improvement in much-needed are such as Empower business teams to run their own reports using data collected by the organization. • Allow the organization to take a data-centric approach to decision making. • Design data management systems to handle a rapid increase in data. • Enable organizations to use their data to its fullest potential. It’s also important that enterprises select the right data management platform to cultivate collaboration and drive the business encompassing data access, governance, integration, quality and master data management. The platform also ensures that data is secure, compliant and adheres to internal data-sharing policies. The right tools allow business and IT users to plan, implement and monitor business-critical information. A unified data management strategy makes the most of these tools by implementing an enterprise’s...
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...Jack Handy of Saturday Night Live once said, “If you think a weakness can be turned into a strength, I hate to tell you this, but that’s another weakness.” While Handy might have merely said this in a comical sense, I would still agree because some of my weaknesses are my greatest strengths. One of my strengths is my drive. When I commit myself to completing a task, I am in many ways stubborn about seeing it through. My drive can also be a weakness in that I sometimes try to do too many things with perfection at the same time. During my bachelors, I was interning, volunteering and taking on friend and family issues. It was ambitious of me to think I could handle everything on top of a difficult academic schedule in school, but I tried. For me, it is difficult to understand and see the line between excess and enough drive, but this past experience has taught me that it is ok to say no and put less on my plate. Another strength is my ability and willingness to always try new things. That is how I got a chance to increase my intra personal traits by playing a major role in organizing the events of TECHNOCOM, a National level technical festival organized by our institution. This created a perfect platform for exposing myself in both leadership qualities and monitoring skills. Throughout my life I have observed two distinct career paths, my father’s and my uncle’s. My father is a veterinary doctor. He secured a government job in India, which he continues to hold...
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...Finance and Performance Management Mastery and the High Performance Business At Accenture, we have always believed that a direct correlation exists between the sophistication of an organization’s finance and performance management capabilities and its overall performance. 2 Now, we’ve put that theory to the test. In a recent landmark study, Accenture examined the relationship between finance and high performance. The results show a tangible link and strong correlation between a high-performance business and mastery of a new finance competency set. The results also reveal that those companies that created the greatest value have embraced entirely new ways of thinking about finance and performance management. Achieving High Performance Accenture defines high-performance businesses as organizations that consistently outperform their peers over a sustained timeframe (typically 5 to 7 years) and across business cycles, industry disruptions and CEO leadership cycles. These companies deliver consistently upper-quartile total returns to shareholders. They create returns on invested capital significantly in excess of the cost of capital and drive profitable revenue growth faster than their industry peers. In short, they are lean, responsive to changing competitive fundamentals and consistently rank as market leaders. How do they do it? Accenture embarked on a major research program to identify the attributes and practices that distinguish high-performance businesses from...
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...more effective or efficient than its competitions, and cost leadership. By utilizing these generic strategies against industry’s external environmental determinants, management can affect a firm’s performance. On the contrary, a resource-based view suggests that a firm can sustain its competitive advantage through the alignment of internally consistent bundles of HRM strategies/implementation to its overall business strategy and desired performance, to develop critical resources or competencies. This...
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...Issue The airline industry is facing one of the most challenging environments in its history. A global economic slowdown, punctuated by the events of September 11th, has led to a decline in passenger traffic, continued yield reductions, decreased load factors, and burgeoning fleet, insurance and labor costs. As airlines grapple with how to deliver a consistent and distinctive customer experience while maintaining low operating costs, they have turned to the promise of CRM. Although operational and security issues became top of mind immediately after September 11th, CRM has gradually come back into focus as airlines recognize the importance of effective customer management in establishing long term competitive advantage. CRM’s promise is indeed compelling strengthened loyalty driving increased revenue, with lower acquisition costs and improved operational efficiency. For full-service airlines, CRM is an essential component of their corporate strategy, the means of differentiating themselves from competitors in the eyes of the customer. And although low cost carriers may be less reliant on CRM as a means of driving competitive differentiation, even they must invest in fundamental CRM technologies and processes to manage the customer efficiently over the course of the travel experience. Increasingly, airlines are recognizing that CRM is a long term investment, with the true benefits reaped through profitable lifelong customer relationships. Although many airlines understand the...
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...BUSINESS PERFORMANCE MANAGEMENT IN RETAIL INDUSTRY ABSTRACT The ability of businesses to drive sustained improvement in their performance is significantly hampered by the seven challenges (strategic misalignment, local optimization, uncompetitive reactions times, etc.). The situation is being continually exasperated due to the factors such as volatile economic and regulatory conditions, emerging management techniques, multi-organization business models and underutilized operational information. In this research paper we are discussing as how BPM helps in resolving the above factors, BPM in retail industry and also about how business performance provides businesses with solutions that allow them to cost-effectively adopt the cultural changes to their management process by providing a systems infrastructure that spans the entire business, regardless of business unit or even enterprise boundaries. KEYWORDS Business Performance Management, Process Management, Business Intelligence, Enterprise Application Integration, Strategic Business management, Retail Business Performance Systems. INTRODUCTION In the face of an increasingly fast-paced business environment, many businesses struggle to anticipate, let alone meet, their stakeholders’ objectives. At the same time they are under increasing pressure to maintain strong corporate controls and offer greater degrees of transparency. Misaligned strategies, outdated plans and unreliable forecasts inhibit success. Many businesses...
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