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by Joshua Greenbaum, Contributing Editor Posted on Monday, December 03, 2007 11:20:00 AM   | Abstract: | The transition from business intelligence to business performance management requires input from the managers themselves, who will help define the boundaries of business performance. |
| Keywords: | business performance management, business performance |
Managers who want to embrace the benefits of performance management have to be ready to run their day-to-day operations, and plan their long-term strategy, from a significantly different perspective than before. That new perspective starts with the notion that performance management offers a multi-dimensional view of business operations that was simply not possible before. This new viewpoint includes the traditional "rear-view mirror" of business intelligence — historical data about operations that was typically housed in a data warehouse and surfaced in weekly, monthly, or quarterly reports — as well as two new dimensions many managers have rarely seen on their desktops: real-time information about current operations from all corners of their operations, and predictive information about what is likely to happen in the future based on an analysis of historical and current information. These three time dimensions — past, present, and future — are themselves augmented by the extraordinary breadth of information sources that performance management can encompass. Business performance information is culled from familiar sources like internal ERP and CRM systems, as well as less familiar sources such as a partner's supply chain management or logistics system, a customer's procurement system, or a third-party information provider such as Dun & Bradstreet. Equally important are other external sources, such as data from the shop floor, the warehouse, and the field service team. [Click to continue] |