Performance Management: Integrating Strategy Execution, Methodologies, Risk, and Analytics -- Contents -- About the Author -- Preface -- HOW THIS BOOK DIFFERS FROM MY 2004 BOOK ON PERFORMANCE MANAGEMENT -- LINKING STRATEGY TO OPERATIONS WITH THE ABILITY TO RESPOND -- FIVE CRITICAL MANAGERIAL AREAS -- ORGANIZATIONAL TRANSFORMATION: HOW TO GET FROM HERE TO THERE -- PERFORMANCE MANAGEMENT 2.0 -- MY PERSONAL POSITION STATEMENT -- OVERVIEW OF THE BOOK -- SOME READER INSTRUCTIONS -- Part One: Introduction -- Chapter 1: Rules for Ensuring Poor Performance -- Chapter 2: Performance Management: Myth or Reality? -- EXECUTIVE PAIN: A MAJOR FORCE CREATING INTEREST IN PERFORMANCE MANAGEMENT -- WHAT IS PERFORMANCE MANAGEMENT? -- IS PERFORMANCE MANAGEMENT A NEW METHODOLOGY? -- CLARIFYING WHAT PERFORMANCE MANAGEMENT IS NOT -- WHAT HAS CAUSED INTEREST IN PERFORMANCE MANAGEMENT? -- PERFORMANCE MANAGEMENT FRAMEWORK FOR VALUE CREATION -- PERFORMANCE MANAGEMENT AS A CONTINUOUS FLOW -- AUTOMOBILE ANALOGY FOR PERFORMANCE MANAGEMENT -- WHERE DOES MANAGERIAL ACCOUNTING FIT IN? -- PERFORMANCE MANAGEMENT UNLEASHES THE RETURN ON INVESTMENT FROM INFORMATION -- TWO TYPES OF COMPUTER SOFTWARE: TRANSACTIONAL AND DECISION SUPPORT -- MANAGEMENT'S QUEST FOR A COMPLETE SOLUTION -- ECONOMIC DOWNTURNS AND PERFORMANCE MANAGEMENT -- Chapter 3: What Will Be the Next New Management Breakthrough? -- HISTORY OF MANAGEMENT BREAKTHROUGHS -- WILL PREDICTIVE ANALYTICS BE THE NEXT BREAKTHROUGH? -- POWER OF QUANTITATIVE ANALYSIS AND PERFORMANCE MANAGEMENT -- Chapter 4: The Future: Enterprise Risk-Based Performance Management -- RISK AS OPPORTUNITY OR HAZARD? -- TYPES OF RISK CATEGORIES -- RISK-BASED PERFORMANCE MANAGEMENT FRAMEWORK -- STRATEGY EXECUTION RISK MANAGEMENT BEGINS WITH STRATEGIC OBJECTIVES -- INVULNERABLE TODAY BUT AIMLESS TOMORROW -- Part Two: Performance Management Overview.

Chapter 5: Why the High Interest in Performance Management Now? -- DEBUT OF PERFORMANCE MANAGEMENT AT THE ENTERPRISE LEVEL -- DEEP AND EVEN DEEPER ROOT-CAUSE FORCES AS TO WHY PERFORMANCE MANAGEMENT NOW -- WIDENING ZONE (#3) OF COMPLEXITY, UNCERTAINTY, AND CHANGE -- WHAT? SO WHAT? THEN WHAT?. . . WHY NOT? -- Chapter 6: Human Capital and Workforce Management: Art or Science? -- WHAT PREVENTS THE HR DEPARTMENT FROM BEING MORE STRATEGIC? -- ADVANCING FROM HR TO STRATEGIC HUMAN CAPITAL MANAGEMENT -- REDUCING EMPLOYEE TURNOVER AND IMPROVING EMPLOYEE RETENTION -- BUSINESS INTELLIGENCE AND PREDICTIVE ANALYTICS -- HUMAN CAPITAL AS A COMPONENT OF THE PERFORMANCE MANAGEMENT FRAMEWORK -- Chapter 7: Tipping Point for Performance Management -- MULTIPLE TIPPING POINTS OF PERFORMANCE MANAGEMENT COMPONENTS -- SYNERGY FROM THE LINKS AMONG PERFORMANCE MANAGEMENT COMPONENTS -- Chapter 8: An Interview with a CEO You Might Want to Work For -- A CEO YOU CAN DREAM ABOUT -- LACK OF LEADERSHIP? -- Chapter 9: Does ''A Word to the Wise'' Mean Ignore the Dummies? -- Part Three: Performance Management Supports Business Intelligence and Decision Making -- Chapter 10: How Do Business Intelligence and Performance Management Fit Together? -- HOW DO BUSINESS INTELLIGENCE AND PERFORMANCE MANAGEMENT RELATE TO EACH OTHER? -- Chapter 11: CEO's Targeted Financial Return: A Goal or a Wish? -- Part Four: Implementing Performance Management -- Chapter 12: First Barrier to Performance Management: How Do We Get Started? -- PERFORMANCE MANAGEMENT: AN ENIGMA OR SIMPLY AMBIGUOUS? -- RAPID PROTOTYPING OF ACTIVITY-BASED COST MANAGEMENT AND THE BALANCED SCORECARD -- IS A READY-FIRE-AIM APPROACH ALL THAT BAD? -- Chapter 13: Where Do You Begin Implementing Performance Management? -- ONE PERFORMANCE MANAGEMENT FRAMEWORK, BUT MANY RECIPES -- PERFORMANCE MANAGEMENT IS ABOUT INTEGRATION AND SPEED.

RAPID PROTOTYPING TO ACCELERATE LEARNING -- EMBRACE UNCERTAINTY WITH PREDICTIVE ANALYTICS -- PRIORITIZE OR MAXIMIZE? -- Chapter 14: The Many Rooms of the Organization Mansion -- DIFFERENT ROOMS FOR DIFFERENT FUNCTIONS -- PROCESS EFFECTIVENESS OR STRATEGY? -- PERFORMANCE MANAGEMENT CHAMBERS -- Chapter 15: Accountability and Incentives for Rewards: How Disconnected Are They? -- REWARD PERFORMANCE YOU WANT TO ENCOURAGE: BUCKS FOR BEHAVIOR -- HOW EFFECTIVE ARE PERFORMANCE MEASURES WITHOUT CONSEQUENCES? -- HOW DOES PERFORMANCE MANAGEMENT SOLVE THIS PROBLEM? -- A WAY FORWARD -- Chapter 16: Why Do You Have to Be a Sociologist to Implement Performance Management? -- PLANNING VERSUS COMMUNICATING -- Part Five: Strategy Maps, the Balanced Scorecard, and Dashboards -- Chapter 17: The Promise and Perils of the Balanced Scorecard -- LACK OF CONSENSUS -- IMPLEMENTING TOO QUICKLY AND SKIPPING KEY STEPS -- MEASUREMENTS ARE MORE OF A SOCIAL TOOL THAN A TECHNICAL TOOL -- SCORECARD OR REPORT CARD? THE IMPACT OF SENIOR MANAGEMENT'S ATTITUDE -- WHY NOT AN AUTOMOBILE GPS NAVIGATOR FOR AN ORGANIZATION? -- HOW IS YOUR ORGANIZATION DIFFERENT FROM TIGER WOODS? -- ARE FAILURES DUE TO ARROGANCE, IGNORANCE, OR INEXPERIENCE? -- Chapter 18: How Are Balanced Scorecards and Dashboards Different? -- THE VITAL FEW VERSUS THE TRIVIAL MANY -- SCORECARDS AND DASHBOARDS SERVE DIFFERENT PURPOSES -- STRATEGY IS MORE THAN PERFORMING BETTER: IT INVOLVES DOING DIFFERENT THINGS -- GETTING PAST THE SPEED BUMPS -- Chapter 19: When Performance Management Becomes Surgery -- THE LARGER THE CHANGE, THE GREATER THE RISK OF FAILURE -- ARROGANCE, IGNORANCE, DELUSION, OR SOMETHING ELSE? -- URGENCY MEANS NOW -- Part Six: Financial Performance Management -- Chapter 20: Do Accountants Lead or Mislead? -- PERILS OF POOR NAVIGATION EQUIPMENT -- PERILS OF POOR MANAGERIAL ACCOUNTING.

THE ACCOUNTANT AS A BAD NAVIGATOR -- Chapter 21: Confusion with Managerial Accounting -- HISTORICAL EVOLUTION OF MANAGERIAL ACCOUNTING -- SHARED AND INDIRECT EXPENSES -- TIME-DRIVEN ACTIVITY-BASED COSTING -- WHAT DO PROPERLY TRACED COSTS REVEAL? -- ACCOUNTING FOR LEAN MANAGEMENT: AN ALTERNATIVE OR COEXISTING COSTING METHOD? -- COSTING STAGES OF MATURITY -- EXCEL HEAVEN-OR IS IT HELL? -- FINANCIAL ACCOUNTING VERSUS MANAGERIAL ACCOUNTING -- COMING TO GRIPS WITH REALITY -- Chapter 22: What Is Broken about Budgeting? -- EVOLUTIONARY HISTORY OF BUDGETS -- A SEA CHANGE IN ACCOUNTING AND FINANCE -- FINANCIAL MANAGEMENT INTEGRATED INFORMATION DELIVERY PORTAL -- Chapter 23: Put Your Money Where Your Strategy Is -- PROBLEMS WITH BUDGETING -- VALUE IS CREATED FROM PROJECTS AND INITIATIVES, NOT THE STRATEGIC OBJECTIVES -- DRIVER-BASED RESOURCE CAPACITY AND SPENDING PLANNING -- THREE TYPES OF BUDGET SPENDING: OPERATIONAL, CAPITAL, AND STRATEGIC -- FROM A STATIC ANNUAL BUDGET TO ROLLING FINANCIAL FORECASTS -- MANAGING STRATEGY IS LEARNABLE -- Part Seven: Customer Value Management -- Chapter 24: From Working for the Boss to Working for the Customer -- A SHIFT OF POWER FROM SELLERS TO BUYERS -- HOW CAN SUPPLIERS GAIN A COMPETITIVE EDGE? -- SINGLE VIEW OF THE CUSTOMER -- Chapter 25: How Profitable to Us Is Each Customer Today-and Tomorrow? -- RISKS FROM INACCURATE COST CALCULATIONS -- QUEST FOR INDIVIDUAL CUSTOMER PROFIT REPORTING -- MIGRATING CUSTOMERS TO HIGHER PROFITABILITY -- OPTIONS TO RAISE THE PROFIT CLIFF CURVE -- COMPUTER TECHNOLOGY ENABLES TRANSACTION-BASED CUSTOMER PROFITABILITY REPORTING -- ACHIEVING EXTREME HIGH COST ACCURACY WITH TRANSACTION-BASED COSTING -- Chapter 26: Optimizing Customer Lifetime Economic Value -- A FINANCIAL VIEW OF CUSTOMERS MUST BE ADDED TO A BEHAVIORAL VIEW.

THE PERFECT STORM IS CREATING TURBULENCE FOR SALES AND MARKETING MANAGEMENT -- UNANSWERED BUT CRITICAL QUESTIONS -- SHOULD WE BE PURSUING THE MOST PROFITABLE OR THE MOST VALUABLE CUSTOMERS? -- DECISION SUPPORT FOR SERVICING CUSTOMERS MUST BE TAKEN TO A HIGHER LEVEL -- CUSTOMER LIFETIME VALUE: VIEWING CUSTOMERS AS AN INVESTMENT -- TRADE-OFF BETWEEN CUSTOMER AND SHAREHOLDER VALUE -- THE CFO SHOULD SERVE THE CMO AND THE SALES DIRECTOR -- Part Eight: Performance Management and Shareholder Wealth Creation -- Chapter 27: Can Performance Management Accomplish What Einstein Could Not? -- QUANTUM MECHANICS AND PERFORMANCE MANAGEMENT -- WHICH IS THE DEPENDENT AND WHICH THE INDEPENDENT VARIABLE: CUSTOMERS OR SHAREHOLDERS? -- THE DATA AND MATH EXIST: WHAT IS NEEDED IS THE THINKING -- Chapter 28: Why Do Capital Market Organizations Underachieve Their Planned ROI? -- FIVE VALUE-CAPTURE CATEGORIES TO ACHIEVE RESULTS -- HOW CAN PERFORMANCE MANAGEMENT METHODOLOGIES UNLOCK POTENTIAL VALUE? -- PERFORMANCE MANAGEMENT'S BONUS METHODOLOGY: ROLLING FINANCIAL FORECASTS -- WHAT LEADS TO THE UNFULFILLED PROMISES OF ROI FOR CAPITAL MARKET FIRMS? -- Chapter 29: Will Private Equity Funds Turbocharge Applying Performance Management? -- WHO ARE THE PARTICIPANTS IN CAPITAL MARKETS? -- WHAT IS CAUSING THE EMERGENCE OF PRIVATE EQUITY FUNDS? -- PRIVATE CAPITAL MARKETS ARE FREE OF THE SHORTCOMINGS OF PUBLIC AND INTERNAL CAPITAL MARKETS -- WHY WILL PRIVATE EQUITY FUNDS TURBOCHARGE THE ADOPTION OF PERFORMANCE MANAGEMENT? -- Part Nine: Environmental Performance Management -- Chapter 30: Social and Environmental Performance Management -- HOW CAN WE HELP? -- WHEN DO YOU REALIZE ENVIRONMENTAL MANAGEMENT IS SERIOUS? -- MEASUREMENTS: A USUAL PROBLEM BUT HUGE OPPORTUNITY -- PERSONAL REVELATIONS -- Chapter 31: How Is a Chief Financial Officer Affected by the Sustainability Movement?.

Part Ten: Conclusion.