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Business Performance Management
Business Performance Management
Business performance management (BPM) enables organizations to translate strategies into plans, monitor execution, and provide insight needed to manage and improve financial and operational perf...
 

 balance scorecards as a failed


Why Most Balanced Scorecards are Subverted
Business and IT managers have failed to get at the root cause of Balanced Scorecard ineffectiveness. Getting the most from corporate data will continue to be

balance scorecards as a failed  growth - offer a balance between short-term and long-term objectives, between outcomes desired and performance drivers of those outcomes, and between hard objective measures and softer, more subjective measures. Yet many Balanced Scorecard initiatives never become practical or usable. Our analyses reveal both management and IT scorecard deployment issues that defeat its purpose, which are documented in Figure 1, and we define as subversion issues: Figure 1: Balanced Scorecard Deployment Challenges

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Discrete Enterprise Resource Planning (Discrete ERP) RFI / RFP Template

Financials, Human Resources, Manufacturing Management, Inventory Management, Purchasing Management, Quality Management, Sales Management, Product Technology Get this template

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Business Performance Management
Business Performance Management
Business performance management (BPM) enables organizations to translate strategies into plans, monitor execution, and provide insight needed to manage and improve financial and operational perf...

Documents related to » balance scorecards as a failed

How to Unbalance Your Scorecard to Better Measure Business Performance


The Balanced Scorecard is one of the most popular methodologies for measuring business performance, with a view to enhancing it. First made popular in the early 1990s, this performance management framework was intended as a tool to provide managers with a more complete and “balanced” view of their organization’s performance by including nonfinancial metrics and key performance indicators (KPIs) in

balance scorecards as a failed  long-term focus. Shifting the Balance Does this mean that the balanced scorecard has failed to provide a reliable way to align business performance with an organization’s strategy? I don’t think so. The theory of the balanced scorecard is still perfectly valid. Ideally, we follow the theory up to the point where it diverges from our organization’s reality. A balanced scorecard project can take a long time, requiring a deep analysis of all the elements involved. Treating it as an ongoing project Read More

Facing A Selection? Try A Knowledge-Based Matchmaker Part 4: User Recommendations


This tutorial identifies the significance of researching technology vendors to both buyers and vendors/VARs. Buyers require research to determine the short list and vendors/VARs can use research to assess the viability of opportunities before committing time and money to a sales effort. Since a 'one-size-fits-all' product is still not a viable solution for most clients, the ability of technology products to meet clients' needs depends on client requirements. The Catch 22 for both buyers and vendors/VARs is to pinpoint the right match in this ongoing 'dating game'.

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Charting a Better Course for Your Business: Eight Rules for Investing in a New Accounting System


A good financial and accounting system should propel your business forward. It should give you the specific insights you need to spot the storms ahead, help you maximize resources with streamlined processes, and be nimble enough to help you navigate the changing currents of today’s business environment. Download this white paper to make sure you have the facts straight about what to look for—and what to look out for.

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TCO Analysis of a Traditional Data Center vs. a Scalable, Containerized Data Center


Standardized, scalable, pre-assembled, and integrated data center facility power and cooling modules provide a total cost of ownership (TCO) savings of 30% compared with traditional, built-out data center power and cooling infrastructure. Avoiding overbuilt capacity and scaling the design over time contributes to a significant percentage of the overall savings. This white paper provides a quantitative TCO analysis of the two architectures, and illustrates the key drivers of both the capex and opex savings of the improved architecture.

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A Tale of a Few Good SCM Players - Part 3


Part 1 of this blog post series followed the progress of Manhattan Associates from its inception in 1990 throughout the mid-2000s. During this time, Manhattan was the epitome of a well-managed supply chain management (SCM) software company in terms of market share, growth, profitability, and its products’ capabilities. Indeed, the company set the industry standard for the

balance scorecards as a failed  base (i.e., with a balanced mix and diversity). There has also been accelerated product innovation and improved scalability through the  former Manugistics platform, now called JDA Enterprise Architecture (JEA ) . Porting all JDA products onto JEA is still a major work in progress, but a major accomplishment is that JDA Transportation Management 7.5.x version is now built on JEA. The new workflow engine and availability of Web services for improved integration and process automation were some of the Read More

Move from a "Cost Center" to a "Game Changer"


While the role of IT in product development and sales has increased tremendously, a disconnect remains between the IT and business sides of an organization. Some organizations also incorrectly believe that IT spend does not add direct value to the business and hence is not justified. The onus is on IT to mend this perception by delivering tangible business value. Learn how.

balance scorecards as a failed  Business Value,IT spend,value creation,value definition,value delivery Read More

A SaaS Start-up Cautionary Tale: The Makana Experience (Or: How You Can Create a Great Product and Still Hit the Wall)


Great products and a growing customer base are not enough to succeed in the SaaS ICM marketplace. Find out why Makana, a startup SaaS vendor, found it difficult to reach profitability.

balance scorecards as a failed  “what if” modeling to balance the likelihood of achieving desired outcomes against the cost of doing so. Even a company with only $50 million (USD) annual revenue might well need 5 to 20 different incentive plans. [ source ] Finally, “once key stakeholders agree on the plan elements” (in other words, approve the plan), the designer might spend “countless additional hours drafting and generating the plan documents” and communicating the plan’s terms and conditions to individual employees. Read More

Case Study: How a Midsized Company Saved over $870,000 on a $3 Million Microsoft Enterprise Agreement, in Less Than Three Weeks


In 2004, Microsoft offered a midwestern-US-based financial services corporation a range of options to renew and replace its existing enterprise agreement. But without the right negotiating skills, how could it be certain Microsoft’s offer was the most cost-saving approach? The company engaged an independent consulting firm, and in less than three weeks recognized savings of 28 percent on a $3 million (USD) agreement.

balance scorecards as a failed   Read More

Baan Seeking A New Foster Home -- A Déjà vu Or Not Quite? Part Three: Market Impact and User Recommendations


Baan's focus on discrete manufacturing has not been a close fit with Invensys' plant automation products that have been geared mostly to process industries. To that end, Invensys has had a nightmarish job of trying to rationalize Baan and its process ERP counterparts, Protean and PRISM, development - strategy abandonment has been a catchphrase of late. Thus, while the savvy buyer will obtain much improved technology and large customer base in need for new products, the overriding problem has been the lingering negative sentiment around the company, as viability of the vendor is of utmost importance in the enterprise applications space.

balance scorecards as a failed   Read More

Scala Shows Far More Than A Bit Of A Backbone Part 2: Market Impact


Scala is a serious challenger in the SME market, especially in emerging markets like Central and Eastern Europe, Middle East and China (possibly the local market leader therein), given that the company reported growth and stable financial performance in 2001 while many of its peers have seen corresponding decline.

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Get ERP Right the First Time: A Practical Guide to Selecting and Implementing a New ERP System


Every company faces different challenges and has different needs in regard to enterprise resource planning (ERP). Choosing the right ERP system can be difficult because there is really no one-size-fits-all ERP solution. However, there are certain basic principles that apply to nearly every company’s situation. Find out what they are, and learn how you can increase your chances of a successful ERP implementation.

balance scorecards as a failed   Read More

Business Agility for Communication Service Providers: A Few Simple Steps Are a Great Way to Start


In today’s market, customers have no patience for companies that let their size and complex product lines slow them down. The challenge for communication service providers (CSPs) is to leverage their size and complex service offerings to keep pace with competitors. Discover how a next-generation configuration solution can provide you with the tools and the service agility you need to meet and exceed customer expectations.

balance scorecards as a failed  the established companies off balance. Shifting regulatory environment. As with the competitive landscape, the regulatory landscape is undergoing constant change. Governments are being pressured to mandate Net Neutrality to establish broadband networks that can accommodate all kinds of equipment, all modes of communications, and all types of content, sites and platforms. In addition, the debate over the regulatory approach to competitive access to the last mile of fixed line service continues. These Read More

How a Paper and Packing Company Grew with a Scalable ERP System


Joshen Paper & Packaging needed to update its enterprise resource planning (ERP) distribution system. Joshen partnered with Vormittag Associates Inc. (VAI) and found a solution that consolidates its financial reporting and provides its sales team with real-time inventory information access. The result: faster inventory turnaround and order fulfillment—and to date, about 100 new clients in its customer base.

balance scorecards as a failed  scalable erp,erp system,erp software,business units scalable erp,web development erp solutions services,enterprise resource planning erp,inventory management erp,asset management solution Read More

Is There a Street Corner for a Vendor-neutral Third Party Support and Maintenance Provider?


Although Rimini Street's client base is still budding, the third party provider of support and maintenance has been quite bullish, owing to the accelerating demand for its service lines; healthy win ratios; and solid execution of its aggressive business plan.

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