The Path to Improve – The Power to Predict
Sifting through last quarter’s books to fill a multicolored dashboard with KPIs for the CEO is a recipe for failure in today’s “flat world.” Merely managing corporate performance on the basis of the past may be enough for survival, but isn't enough to succeed. Ongoing, dynamic enterprise improvement based on knowledge of what has happened, what is happening, what will happen – and what to do next – is needed for long-term success.
Today, departmental strategies, budgets and resources may not align with your overall business goals. You need transparency but might not be able to achieve it because information is scattered across the organization in disparate systems and often people don’t like sharing “their” information. You can’t make improvements because you don’t know what’s going on, where to focus your efforts, or which changes will best affect the strategy.
The solution:
That’s why SAS offers a broader and deeper vision for performance management. SAS for Performance Management gathers data from across the organization and puts the right information at your fingertips so that you quickly know what is going on today – and what will likely happen in the future. See causes and effects throughout your organization to better determine which strategic changes to make – and even simulate those changes before implementing them.
You’ll have the data you need to align the organization and foster collaboration, coordinating budget with strategy and incorporating metrics that connect IT resources with business needs. SAS’ predictive analytics answer the tough questions: Which of your customers will leave? Which of your employees will? And when? Get the answers you need before it’s too late.
It’s a continuous process
“Performance management efforts will fail if they are set up as a one-time analysis or event to be recorded in a static scorecard, or if they evaluate the performance of individual departments or geographies in silos without taking into account the role played by each unit as part of the organization as a whole,” says Jim Davis, Chief Marketing Officer at SAS.
“Performance management succeeds in driving superior performance only when it uses a continuous process to evaluate the operation of the entire organization and the roles played by all of its interconnected parts,” continues Davis.
SAS for Performance Management links SAS business solutions – such as
SAS Customer Intelligence
,
SAS Financial Intelligence
, Human Capital Management, Marketing Performance Management, Profitability Management and others – with SAS industry solutions through a common enterprise intelligence infrastructure that delivers substantial improvements through shared intelligence and increased collaboration. And the entire performance management process can be monitored and managed through SAS’ industry-leading strategy mapping, key performance indicator (KPI) development and deployment, and scorecard reporting capabilities.
Customers supply proof of SAS’ leadership in performance management
SAS’ leadership takes performance management far beyond a theoretical or intellectual exercise. Today, customers are using SAS for Performance Management to achieve measurable, sustainable improvements to their enterprises. Brigham and Women’s Hospital received national recognition for its SAS performance management system. The hospital was recently named to the prestigious Balanced Scorecard Hall of Fame for Executing Strategy by the Balanced Scorecard Collaborative.
"Brigham and Women's Hospital is using dashboards, scorecards, BI and analytical technology from SAS to achieve meaningful improvements in the quality and safety of patient care, in patient and employee satisfaction, and in its overall financial performance," says Melissa Fitzpatrick, RN, MSN, FAAN, Chief Healthcare Strategist at SAS. "We are pleased to partner with such a world-class, Hall of Fame organization and to contribute to its overall success."
See what our customers are saying ...
BNL
(Banca Nazionale del Lavoro)
"Imagine: the ability to match some 16,000 individuals' skills and potential to the needs of the organization's corporate objectives, and the ability to adjust the HR profile to meet changing business requirements."
– Claudio Geloni, HR Controller, Banca Nazionale del Lavoro
Barclays France
"With SAS technology, we are now able to anticipate our customer needs, and target our marketing efforts, and improve the products and clients profitability. But it provides much more that that. We are also able to analyze customer profit and preference together with product profit versus cost for a much deeper understanding of how each affect the other. And we have a new view of profitability by product and client to support action plans for the business and the operations."
– Patrick Moyon, Director of Management Control, Planning and Project Finance
Brigham and Women's Hospital
"With SAS, we've been able to draw correlations between the different areas of the hospital and the different measurements to solve more strategic problems as well as more day-to-day problems."
– Sue Schade, Chief Information Officer
FIDUCIA
“With the new SAS-based control platform, it is now possible for controlling to act as an internal consulting authority in a fast, up-to-date and, above all, strategic manner. The controllers can meet their key challenges thanks to this system: enhancing added value, identifying cost drivers, and opening up new potentialities. ”
– Lothar Schauer Head of Corporate Control
Harrah’s Entertainment
"Our profitability around marketing interventions is much higher because of the precision of understanding that SAS provides. Our customers really appreciate the fact that we know them more than they would expect. With SAS we can recognize what stage of the relationship they're in and we can approach them with the offers that are most relevant."
– David Norton, Senior Vice President of Relationship Marketing
Héma-Québec
"Prior to implementing SAS, it took us a week to run the necessary reports and to update our activity-based cost models. Now, we can work on multiple projects at once and still get the results in significantly less time. In addition, the (SAS) implementation went well and took only about three months. We were up and running rapidly. It has made a positive impact in a short amount of time."
– Marco Décelles, Accounting Director
Maine Medical Center
"We've always had lots of information about finances and operations, but our board of trustees wanted to hear more about outcomes, quality, safety, satisfaction and adverse events. That motivated us to begin the process of measuring what we do in a balanced way. With SAS, we're able to connect the really sound, good, regulatory expectations to our practice. Our patients benefit, and so do we."
– George Higgins III, MD, FACEP, Chief Medical Officer/Vice President for Medical Affairs
POSCO
"Only SAS and its analytical power empowered us to discover fundamentally new insights into our physical processes. The end result was that we could decrease the scrap ratio from 15 percent to 1.5 percent, giving us a $150,000 return on the investment on this part of process alone."
– Ill-Chul Shin, Manager and "Master Black Belt" at POSCO's Six Sigma Academy
Slovenian Ministry of Labor
"If we had not chosen SAS, we would not be able to fulfill the European Union requirements the same way we do now. We chose SAS because of its completeness in functionality, flexibility and the knowledge about development of KPI information systems SAS demonstrated. The SAS team in Slovenia demonstrated a very good understanding of our objectives and helped us to make the project a reality relatively quickly."
– Dr. Tanja Česen, Head of Labor Market Analysis and Development
Tamagawa University
"SAS Strategic Performance Management supports the balanced scorecard as envisaged by Kaplan and Norton. Its strength is that it does not use ready-made templates, but gives users the flexibility to think in terms of implementing a strategy on its own merits."
- Kazunori Ito, associate professor, industrial engineering
University Hospital Aachen
"With SAS we have placed our hospital-wide information management on a completely new footing," says Lowitsch. "Thanks to SAS we are now communicating with a common language at UKA: we can see all the important performance data in virtually real time and we can have complete faith in the integrity and consistency of our information. The SAS System is highly reliable."
– Volker Lowitsch, CIO
Vienna City Administration
"With the balanced scorecard, we primarily want to demonstrate the high quality of our organization and break the concept of quality down into more detail. This will change the corporate culture in the medium term and thus bring a lasting change in our image. Only satisfied staff can produce satisfied customers; and the balanced scorecard clearly demonstrates the truth of this simple, but often neglected fact."
– Franz Döller, Government Councilor
Download the Datamonitor report "Activity-Based Costing and Performance Management." (PDF: 52KB)
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