Books

	Performance Management: Finding the Missing Pieces to Close the Intelligence Gap by Gary Cokins This book emphasizes that the analytical tools (e.g., balanced scorecard, activity-based management, etc.) that now exist have been tested and are mature, and that their integration is now the big opportunity. This means not just information technology systems integration but the integration of "thinking" (i.e., most corporations are missing a mechanism to test and validate whether lofty goals can realistically be achieved). This book shows how performance management is that mechanism and that it helps corporations to "actively" manage change.
	Case Studies in Performance Management by Tony C. Adkins A compilation of approximately eight case studies in Activity-Based Costing (ABC) and Performance Management (PM), with a foreword from Gary Cokins about their tie into a PM framework, Case Studies in Performance Management features contributions from an anonymous perspective to respect the customer's confidentiality with follow-up reports on their success and/or failure. Each section includes a foreword and review of the case study by an industry expert, prominent performance management author, or consultant. The case studies fall into a variety of industries including finance, life sciences, retail, and the public sector.
	Information Revolution: Using the Information Evolution Model to Grow Your Business by Jim Davis, Gloria Miller and Allan Russell In a business climate that punishes the inefficient and the slow-moving, enterprises must manage their information assets more effectively than ever. Information Revolution introduces and explains the Information Evolution Model (IEM), a patent-pending framework that encompasses an evolutionary path toward information-management optimization across four dimensions: people, processes, corporate culture, and infrastructure. This is a valuable guide to creating a long-term information strategy that leads to continuous profitability and growth. This book is part of the Wiley and SAS Business Series.
	Activity-Based Cost Management: An Executive's Guide by Gary Cokins Back when Henry Ford was producing Model T's in one black, all-purpose model, traditional cost allocation gave a fairly accurate picture of a company's expenses. But today, the very nature of doing business has radically changed. Overhead expenses are displacing direct costs. And the complexity of most organizations has increased dramatically. Companies produce more products in greater variation and diversity than ever before, and they service more, and different, types of customers. Add to that the sea change created as the Internet spawns more e-trading market exchanges with auctions and bidding, and it becomes apparent that we need a method that replaces the fuzzy answers of traditional methods with credible assumptions based on valid data. The answer is Activity-Based Cost Management.

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