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Software Functionality Revealed in Detail
We’ve opened the hood on every major category of enterprise software. Learn about thousands of features and functions, and how enterprise software really works.
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 bsc balanced scorecard


Process Improvement and the Balanced Scorecard
Process improvement efforts often go hand in hand with a balanced scorecard (BSC). A BSC provides management with a set of key result indicators (KRI) to assess

bsc balanced scorecard  balanced scorecard (BSC). A BSC provides management with a set of key result indicators (KRI) to assess how the company is progressing toward strategic goals, such as “increase customer base.” For this type of goal, the KRI are tied to key performance indicators (KPIs). Explore how an application intelligence platform (AIP) can support a process improvement program.

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Software Functionality Revealed in Detail

We’ve opened the hood on every major category of enterprise software. Learn about thousands of features and functions, and how enterprise software really works.

Get free sample report
Compare Software Solutions

Visit the TEC store to compare leading software by functionality, so that you can make accurate and informed software purchasing decisions.

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Product Development and Portfolio Management

The Product Development and Portfolio Management Knowledge Base covers the execution processes of new product development projects and programs, including phase-gate processes. It also addresses Product Portfolio Management (PPM), including the evaluation processes of new and existing products and product portfolios to provide the most valuable, balanced, and well aligned portfolio of products.  

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Documents related to » bsc balanced scorecard

Reporting Value of IT Services with Balanced Scorecards


A balanced scorecard is a measurement system for management that provides real insight into the status of a business or some part of it. Developed by Kaplan and Norton in the early 1990s, balanced scorecards provide a control system that helps ensure the right balance between different, and often times conflicting, perspectives. For example, an insurance company may increase profitability by offering incentives to claims assessors for taking a tough stance on payout, but will soon find dissatisfaction among its clients that may lead to lost business. Scorecards help ensure this balance and are an improvement over more traditional single dimension approaches that tend to be based purely on expense management and business growth.

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APICS 2009 From the Expo Floor: Is S&OP Coming of Age? - Part 3


Part 1 of this blog series talked about my attendance of the APICS 2009 International Conference in Toronto, Canada in early October. I attended only a few education sessions, as my conference visit focused more on exploring the expo floor and talking to the exhibitors. My overwhelming impression from the conference's expo floor was that the main value propositions this year revolved around the

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JDA FOCUS 2010 Impressions - Part 2


Part 1 of this blog series talked about my attendance of the JDA FOCUS 2010 conference on the heels of the recent merger between JDA Software (NASDAQ: JDAS) and i2 Technologies. The article first discussed the different geneses and cultures of the two merging parties. One major outcome of the conference was JDA’s unveiled plan to converge most of its existing and acquired

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Thinking Radically: Interview with Gary Cokins


One of the things I love about my job is the opportunity I have to speak with great people. In this installment of Thinking Radically, I speak with Gary Cokins, an internationally-renowned speaker and expert on performance improvement systems. Please take a minute to read this interesting and informative interview with one of the gurus in the business performance and analytics spaces. Gary

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6 Steps for Linking Corporate Strategy to the Budget


Ask any three people in an organization why they budget and you’ll get three different answers. But no one says they budget in order to direct the way in which their organization will achieve its strategic goals—the intended purpose of the budget. For budgeting to become the relevant process it was meant to be, this gap must be fixed.

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Experiencing the Customer Experience: Listening to, Learning from, and Acting on the Voice of the Customer


To ensure a positive customer experience, companies must first learn what their customer values, and then determine how they are measuring up to those values. Obtaining and taking action on customer feedback is what customer experience management is all about.

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Best Practices for a Data Warehouse on Oracle Database 11g


Companies are recognizing the value of an enterprise data warehouse (EDW) that provides a single 360-degree view of the business. But to ensure that your EDW performs and scales well, you need to get three things right: the hardware configuration, the data model, and the data loading process. Learn how designing these three things correctly can help you scale your EDW without constantly tuning or tweaking the system.

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Can Webplan Reconcile Planning and Execution? Part Three: Market Impact Continued


Webplan believes its offering should benefit many departments within a manufacturing organization. When it comes to operations and manufacturing, the benefit is in getting the right information to the right people and ensuring the results of decisions align with goals and objectives.

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Keeping Score: Evolving Wholesale Credit on a Maturity Model


The inner workings of a global financial institution can contain literally hundreds of systems in which credit risk is recorded. This risk may be managed with dozens of different, disparate systems, which can appear to be an overwhelming and resource-intensive process. This is where a maturity model comes into play. A maturity model scorecard provides banks with a single point of reference to understand what they are, where they wish to go, some practical ideas about where to start, and how to do it most cost-effectively.

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Getting Strategic Planning and Financial Planning in the Same Bailiwick


To provide useful financial insight on projects, financial managers need to think about business strategy more like a series of options than a single projected cash flow. While the concepts of options are certainly familiar to most executives, the trick to valuing strategic choices lies in the complex and often overwhelming task of understanding the interaction between strategic options. This article provides a breakthrough planning approach for (1) rapidly realizing the business capabilities dictated by strategy (2) aligning process, technology and organization design and (3) through the financial lens of 'real options' shows how to quan

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