Performance management systemsfor the Healthcare Industry that integrate methodologies such as balanced scorecards, strategy maps, budgets, activity-based costing (ABC), forecasts, customer relationship management and resource capacity planning are intended to align manager and employee behavior and limited resources to focus on the organization’s strategic priorities and objectives. Interest in performance management is resulting from pressures on CEOs and executive managers whose major frustration today is not formulating a good strategy but rather their failure to execute it. Further interest results from the shift in focus from products to customers – but to the more valuable customers. Performance management focuses on execution. Its purpose is not just better reporting and monitoring dashboard dials but on moving the dials – improving performance.  

This presentation by a leading practitioner and author will cover:

• How strategy maps and their companion balanced scorecards communicate strategic objectives with target-setting to help cross-functional employee teams align their behavior to the strategy and better collaborate.
• Why measures of channel and customer profitability and customer value are now superceding profit and service-line measures – and shifting from product to customer-focused organizations including future potential value – customer lifetime value.
• How activity-based cost management (ABC/M) provides not only accurately traced calculated costs (relative to arbitrary broad-averaged cost allocations), but more importantly provides cost transparency back to the work processes and consumed resources, and to what drivers cause work activities.
• Why analytics, with emphasis on predictive analytics and pro-active decision making, is becoming a competitive advantage differentiator and an enabler for trade-off analysis.
• How all levels of management can quickly see and assess how they are doing on what is important – typically with only a maximum of three key performance indicators (KPIs).
• How to integrate performance measurement scorecards and ABM data with:
• Strategy formulation.
• Process-based thinking and operational productivity improvement.
• Channel/customer profitability and value analysis and CRM.
• Supply chain management.
• Quality management (Six Sigma, cost of quality).

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Agenda:

Part 1
Overview Of Performance Management (PM)

• Why the need? Forces causing interest in PM
• What is Performance Management?
• The PM Framework and Cycle
  - Strategy Maps
  - Balanced Scorecard
  - Taking Actions
  

Part 2
Fact-based Data with Managerial Accounting (Activity Based Management [ABM] )

• What Caused the Need for advanced managerial accounting, such as ABM?
• The ABM Cost Assignment Network Structure
• Strategic ABM to Manage Product, Service-line and Customer Profitability

Part 3
Operational ABM to Optimize Process Costs

• Measuring Unit Costs
• Applying “Attributes” to assess Value and Importance
• Six Sigma and Lean Management
• Are Shared Service (e.g., IT) Chargebacks Equitable?

Part 4
Core Solutions

• Customer Relationship Management and Customer Value Management with CLV metrics
• Supply Chain Management – a need for trading partner (buyer/seller) collaboration for mutually beneficial projects and behaviors

Part 5
Conflicts and Trade-Offs – Activity Based Budgeting and Planning (ABB/P)

• Descriptive ABM versus Predictive ABB/P
• The need for relentless productivity improvement

Part 6
Shareholders needs Economic Value Management

• Is management increasing or destroying shareholder wealth?
• The role and impact of the cost of capital
• Managing unused capacity
• How do the components of PM integrate?

Part 7
The Need for IT Data Management and Mining

• What is the role of IT Technology?
• Lessons learned and Tips for Success

Part 8
Fitting it all Together

• An integrated picture of Performance Management
• Increasing the ROI from information – PM as a Value-Multiplier

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Biografia:
Gary Cokins is Global Product Marketing Manager involved with performance management solutions, with SAS, which with 10,000 employees is one of the world’s largest privately owned supplier of database management, mining, and business intelligence software. He is an internationally recognized expert, speaker and author in advanced cost management and performance improvement systems. Gary received a BS degree with honors in Industrial Engineering/Operations Research from Cornell University in 1971. He received his MBA from Northwestern University’s Kellogg School of Management in 1974. His career began with FMC Link Belt as a financial controller and operations manager followed by fifteen years as a management consultant with Deloitte, KPMG Peat Marwick, and Electronic Data Systems (EDS)/ A. T. Kearney. Gary’s business books have ranked as bestsellers in their topical area. His most recent book is Performance Management: Finding the Missing Pieces (to Close the Intelligence Gap) (www.wiley.com) .  Gary can be reached at gary.cokins@sas.com

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