Corporate Performance Management
Learn about Corporate
Performance Management
from Sabre's SVP.
The pressure to improve performance is relentless. It comes from shareholders, directors, executives and leaders—all wanting more, better, faster. Unfortunately, most companies struggle to meet these expectations.
Consistently delivering growth and return on your capital requires both an effective allocation of capital and strong execution. Few companies have connected the various processes and tools necessary to manage performance and meet these goals. Common disconnects include:
- A strategic plan disconnected from the operational and financial plans
- A financial plan serving as a substitute for a strategic plan or an operational plan
- Poor alignment of individual rewards with the organization's strategy
- A budgeting process that hinders performance by creating negotiated targets that neither encourage stretch performance nor provide flexibility and agility to change strategic direction
- Decision makers lacking the visibility required to make decisions
When disconnects exist, alignment, responsiveness and execution suffer-as do shareholder returns. The key to preventing these disconnects is a systematic process.
Hitachi Consulting's integrated Corporate Performance Management (iCPM) offering is a comprehensive business intelligence program that produces superior outcomes by focusing your organization's resources on what is critical to achieving objectives.
iCPM integrates, strategically aligns and accelerates all core enterprise business intelligence and performance management (BIPM) activities, including:
- Strategic planning and reporting
- Forecasting, planning and analysis
- Financial reporting and consolidation
- Resource allocation and program management
- Rewards and incentives
- Business analytics (customer, operations, supply chain, workforce)
- Supporting systems (organization, processes, architecture and applications)
With iCPM, you can achieve:
- Improved focus and alignment
- Clear accountabilities and responsibilities for the drivers of financial and customer outcomes
- Optimized allocation of resources against key initiatives
- Individual goals aligned with organizational objectives
- Improved flexibility and responsiveness
- More dynamic strategy, creating learning loops that test and refine hypotheses
- Transformation from a low-value, traditional budgeting process into a dynamic performance management process
- Improved visibility, transparency and compliance
- Optimized delivery of the right information to the right person at the right time
- Ability to drill through summarized information to understand causation and support compliance
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