Delivering Shareholder Value Through Integrated Performance Management
Published on 10. February 1999
Book
Paperback/Softback
160 pages
978-0-273-63868-1 (ISBN)
Description
This practical report explains how integrated performance management can translate a shareholder value-creating strategy into delivered shareholder value. It shows you how to assess its relevance to your needs, then takes you through each step towards successful implementation.
With increasing pressure on companies to create shareholder value, a critical performance management gap has emerged as financial indicators fail to translate strategy into reality.
In this bestselling report, Gary Ashworth, Executive Consultant at Ernst & Young, draws on his extensive knowledge of performance measurement techniques to propose an integrated framework which will help you convert a shareholder value-creating strategy into delivered shareholder value. Delivering Shareholder Value Through Integrated Performance Management shows you how to assess its relevance to your needs, then takes you through each step towards successful implementation.
Contents include:
Scope of IPM defined
The cost of failure
Leading practice design principles
Assessing where you are
Building the new IPM design
Keys to enduring success Plus
Self assessment questions
For further information please visit the Gary Ashworth's own web site at
With increasing pressure on companies to create shareholder value, a critical performance management gap has emerged as financial indicators fail to translate strategy into reality.
In this bestselling report, Gary Ashworth, Executive Consultant at Ernst & Young, draws on his extensive knowledge of performance measurement techniques to propose an integrated framework which will help you convert a shareholder value-creating strategy into delivered shareholder value. Delivering Shareholder Value Through Integrated Performance Management shows you how to assess its relevance to your needs, then takes you through each step towards successful implementation.
Contents include:
Scope of IPM defined
The cost of failure
Leading practice design principles
Assessing where you are
Building the new IPM design
Keys to enduring success Plus
Self assessment questions
For further information please visit the Gary Ashworth's own web site at
More details
Language
English
Place of publication
Harlow
United Kingdom
Publishing group
Pearson Education Limited
Target group
College/higher education
Dimensions
Height: 297 mm
Width: 211 mm
Thickness: 12 mm
Weight
560 gr
ISBN-13
978-0-273-63868-1 (9780273638681)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Person
Gary Ashworth leads Ernst & Young's Performance Management Service Line in the UK, an area of work in which he has specialised as a management consultant for some 10 years. Regularly invited to speak at conferences and seminars, he has become a recognised authority on the subject as a result of his extensive implementation experience in some of the UK's leading companies.
His passion for improving approaches to managing business performance is born out of both his commitment to his profession and a wide range of practical experience prior to entering consultancy. This included working for over 12 years at senior levels in such companies such as Shell, Whitbread and Sainsbury's, both as a commercial financial adviser or business partner, and as a general manager. He is a Fellow of the chartered Institute of Management Consultants, a certified Management consultant, and a Member of the British Institute of Management.
His expertise as an author is witnessed by the number of times his co-authored articles on performance management have been published over recent years. A good number of these have been given international acclaim by the International Federation odf Accountants (IFAC) for making "a distinguished contribution" to the development of the management accounting profession. For example, his article on "Managing Customers For Profit" was IFAC's winning article in the 1995 world-wide published article competition.
In addition, he was invited by the Institute of Grocery Distribution to chair the development of an industry-wide initiative on the value of measuring and using customer profitability information. This resulted in the publication of "An Industry Approach to Best Practice in Customer Account Profitability and thereby created a "template" to which some companies within the software industry responded with "packaged solutions". While the present clearly a more complex area, the author awaits with interest to see if similar developments on "Delivering Shareholder Value" will materialise.
His passion for improving approaches to managing business performance is born out of both his commitment to his profession and a wide range of practical experience prior to entering consultancy. This included working for over 12 years at senior levels in such companies such as Shell, Whitbread and Sainsbury's, both as a commercial financial adviser or business partner, and as a general manager. He is a Fellow of the chartered Institute of Management Consultants, a certified Management consultant, and a Member of the British Institute of Management.
His expertise as an author is witnessed by the number of times his co-authored articles on performance management have been published over recent years. A good number of these have been given international acclaim by the International Federation odf Accountants (IFAC) for making "a distinguished contribution" to the development of the management accounting profession. For example, his article on "Managing Customers For Profit" was IFAC's winning article in the 1995 world-wide published article competition.
In addition, he was invited by the Institute of Grocery Distribution to chair the development of an industry-wide initiative on the value of measuring and using customer profitability information. This resulted in the publication of "An Industry Approach to Best Practice in Customer Account Profitability and thereby created a "template" to which some companies within the software industry responded with "packaged solutions". While the present clearly a more complex area, the author awaits with interest to see if similar developments on "Delivering Shareholder Value" will materialise.
Content
Foreword
Acknowledgements
Introduction 1 Scope of IPM defined
Chapter summary
Introduction
Integrated Performance Management (IPM) - a definition
Need for scope definition
Business processes and performance management
Performance management and value creation
The five key processes
Self-assessment questions
2 Why IPM?
Chapter summary
Introduction
The search for a better understanding
IPM for effective strategy execution
The cost of failure
The benefits of getting things right
Conclusion
A view from another perspective - Roger Black
3 Leading practice design principles
Chapter summary
Introduction
The eight IPM components
Illustrations of the integrated changes required
Making progress rapidly
The five management processes of IPM defined
Five-process summary
4 Assessing where you are
Chapter summary
Introduction
Key questions by IPM component
Case study A - multi-product financial services company (MFSC)
Case study B - international consumer products company (ICPC)
5 Building the new IPM design
Chapter summary
Introduction
Design considerations by IPM component
IPM measurement and information framework - detailed design
6 Development and implementation approach
Chapter summary
Introduction
The implementation challenge
The development approach
The detailed implementation planning process
The keys to enduring success
7 Envoi - summary and conclusions
An overview and some key thoughts
Answering some very challenging questions - the highlights
Implementation conclusions - do's and don'ts
Envoi - a very final thought
Appendix
Acknowledgements
Introduction 1 Scope of IPM defined
Chapter summary
Introduction
Integrated Performance Management (IPM) - a definition
Need for scope definition
Business processes and performance management
Performance management and value creation
The five key processes
Self-assessment questions
2 Why IPM?
Chapter summary
Introduction
The search for a better understanding
IPM for effective strategy execution
The cost of failure
The benefits of getting things right
Conclusion
A view from another perspective - Roger Black
3 Leading practice design principles
Chapter summary
Introduction
The eight IPM components
Illustrations of the integrated changes required
Making progress rapidly
The five management processes of IPM defined
Five-process summary
4 Assessing where you are
Chapter summary
Introduction
Key questions by IPM component
Case study A - multi-product financial services company (MFSC)
Case study B - international consumer products company (ICPC)
5 Building the new IPM design
Chapter summary
Introduction
Design considerations by IPM component
IPM measurement and information framework - detailed design
6 Development and implementation approach
Chapter summary
Introduction
The implementation challenge
The development approach
The detailed implementation planning process
The keys to enduring success
7 Envoi - summary and conclusions
An overview and some key thoughts
Answering some very challenging questions - the highlights
Implementation conclusions - do's and don'ts
Envoi - a very final thought
Appendix