Tagged ‘Change Management’
If a company is running well and making profits, then chances are that the senior executives are well acquainted with business performance management. They may not have a technical definition of the concept but will have acquired the knowledge and skills to apply it practically within their areas of responsibility. There are a number of related terms that have been used to explain business performance management (BPM).
These include but are not limited to operational performance management (OPM), business performance optimization (BPO), corporate performance management (CPA) and enterprise performance management (EPM). Despite the difference both operate on one principle which attempts to increase the efficiency and profitability of the organization right up to the optimum level. Read the rest of this entry
As we have aware of, one of the key talking points in advancing the cause of health care access to American citizens was the ability to create savings by adjusting the business information technology structures that currently exist in the healthcare system of the USA in both the private sector and public sector. Despite being the leading power in the world, the USA government has consistently struggled to provide health care access to millions of its citizens.
There is a debate to be had about whether the government should be involved anyway. However the limits of this article do not allow for such extensive debate. Needless to say there is a general consensus that the Information Technology systems existing in many healthcare systems across the world are quite expensive and often do not meet the needs of the end users. Read the rest of this entry
Processes are the story that describes the reality of the business performance management program. It is therefore important to ensure that the responsible officers are aware of the processes and have the tools or aptitudes that are required to monitor process and manage it effectively. The failure of a business performance program is a direct result of failing to manage processes. Woe to those who take a perfunctory attitude. The goals will mean nothing if you cannot competently map the journey.
The first thing to recognize that process means that activities are interrelated. The negligence of one part will lead to the collapse of other parts. The need to keep a strategic perspective to any activities will become even more acute if there is a particular problem with a process that requires undue attention from the managers. If a consequence of this attention is that other parts of the project fail, then it will show a lack of attention to the idea of strategic oversight.
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