Implementing Performance Management Methodologies - Pitfalls and Speed Bumps

There are techniques that can prevent failure with implementing performance management methodologies, such as strategy maps, balanced scorecards with KPIs, customer profitability reporting and driver-based budgeting, among others.

But before using these techniques, you first need to understand what the barriers are. This Webcast will describe why the adoption rate of performance management has been slow, and will reveal lessons learned to overcome obstacles.

Join us for this on-demand Webcast, hosted by CFO group, to learn how to:

• Clarify the confusion and ambiguity about what enterprise performance management is.
• Describe the three main barriers that prevent full success with implementing performance management methodologies: technical (data), model design and social (people).
• Explain misconceptions about how to use PM methodologies, such as balanced scorecards and activity-based costing.
• Use techniques to overcome the barriers, especially human nature's resistance to change.

Presenters
Gary Cokins
Manager, Worldwide Performance Management Solutions
SAS

Gary Cokins is an internationally recognized expert, speaker and author in advanced cost management and performance management systems. He is Manager of Worldwide Performance Management Solutions at SAS. Cokins received a BS degree in industrial engineering/operations research from Cornell University in 1971 and an MBA from Northwestern University's Kellogg School of Management in 1974.

Cokins began his career as a financial controller and operations manager for FMC Corporation and he has been a management consultant with Deloitte, KPMG Peat Marwick, and Electronic Data Systems (EDS). He is the author of six books: An ABC Manager's Primer; Activity-Based Cost Management: Making It Work; Activity-Based Cost Management: An Executive's Guide; Activity-Based Cost Management in Government; Performance Management: Finding the Missing Pieces to Close the Intelligence Gap; and his latest work, Performance Management: Integrating Strategy Execution, Methodologies, Risk, and Analytics. Cokins also authors a performance management blog, Closing the Intelligence Gap. You can contact him at gary.cokins@sas.com. 

Douglas T. Hicks
President
D. T. Hicks & Co.

Douglas T. Hicks, CPA, CMC, is President of D. T. Hicks & Co., a consulting firm concentrating on the decision costing needs of small and mid-sized organizations. Before establishing his firm in 1985, he accumulated more than 15 years of financial and management accounting experience, 12 of those years in industry. A graduate of the University of Michigan - Dearborn’s School of Management, he is a member of the Michigan Association of CPAs, the Institute of Management Accountants and the Institute of Management Consultants. In 1997, he received the University of Michigan - Dearborn Alumni Association’s Professional Growth and Scholarship Award for his work in advancing modern costing concepts.

Hicks' articles have been published in a wide variety of professional and trade magazines, including Journal of Accountancy, Cost Management, ActionLine, Plastic Technology, Modern Casting, Precision, Printing Manager, Manufacturing Engineering, Leadership Excellence and Management Accounting. His two books, Activity-Based Costing for Small and Mid-Sized Businesses: An Implementation Guide and Activity-Based Costing: Making it Work for Small and Mid-Sized Companies, have sold more than15,000 copies worldwide. He has also written several industry-specific guides for adopting activity-based concepts and contributed chapters to others’ works on management accounting and supply chain management.

Questions?
Contact Kathy Marx at Kathy.Marx@sas.com or 512-258-5171 x55210.