Summary:

Hope is not a viable strategy for preventing a business from failing, writes William T Hayes II, CEO of William T Hayes & Associates. In consulting, Hayes has found three culpability issues for businesses in financial decline. First, most businesses in a financial decline rely almost entirely on the one thing they know how to do — cut costs.

Secondly, strategic planning and tactical execution in a turnaround process are rarely skill sets of the company’s front-line officers, even if the executive leadership team may have a proven track record.

Lastly, when challenged with financial crisis, most organizations blame their predicament on anything and everything except the one thing most often at the “root cause” — strategic error.

Article Quote:

“If your business is significantly underperforming, focus on the following: Other than cost-cutting, what other action items have you identified that will impact the top line? What skills and experience do you have as a management team that will allow you to effectively plan, develop and execute a recovery initiative? Other than the poor economic climate, which usually exacerbates a problem but does not create it, what is truly the root cause of the problem?”

Link:http://www.greenbaypressgazette.com/article/20091225/GPG0706/912250549/1269/GPG06/Guest-column–Hope-is-not-a-strategy

When faced with financial decline, cutting costs is naturally the first area where executives look to balance their profit and loss statements. However, as pointed out in this article, cutting costs is only a temporary fix to the problem – much like applying a band aid.

Strategic planning that remains flexible when negative factors arise is critical. Allowing the plan to be accessible to everyone in the organization helps keep the plan active so course corrections may be made early, before the company is in great financial distress. Strategic planning software that creates visibility on objectives, tracks progress, and keeps everyone involved greatly increases the chance for successful strategic plan implementation.

For more on strategic planning, see http://www.performancesolutionstech.com/category/strategicplanning/

Summary:

Global competitiveness underlies the introduction of business coaching by many organizations seeking an edge in a tough market. There are many methods and types of coaching, including motivational speaking, seminars, workshops and supervised practice. Using human development professionals as internal consultants responsible for performance management systems, coaching can encourage employee relations by creating an attitude of ownership.

Don Shula, coach of the successful Dolphins in Miami, found that coaching prepares its people to make the best of their abilities according to five basic principles: Be guided by convictions, overlearning, be willing to listen, be consistent and be honest. Building self-esteem of employees and groups, coaching can help with identification of reward strategies to motivate employees to improve their commitment and achieve results.

Article Quote:

“Many companies have begun to introduce systems of coaching as a strategy for global competitiveness. In today’s business world only those companies who are committed to innovate are those that can remain competitive in today’s market.”

Article Link: http://amicusdei.typepad.com/amicus_dei/2009/12/coaching.html

Intuitive performance management has always included attributes of coaching, but innovative businesses are beginning to acknowledge the formal art of coaching. Devoting resources to coaching will deliver value in terms of retaining talent and creating an environment of integrity where employees can feel good about their contribution to the business and to society in general.

For more about performance management, see http://www.managepro.com/management.html.

Summary:

The most important resource for conducting business within any organization is manpower or human resources. It is through employees that all other ingredients of an organization are managed. Well-trained, loyal and efficient teams of workers bring success and stability to businesses. People and the organization in which they work are inter-related and interdependent, moving together toward prosperity.

This in-depth article on human resource management comments on many different aspects of this complex subject. The author, Gaurav Akrani, explains such things as Human Resource Development (HRD) as the development of available manpower through suitable methods such as training, promotions, transfers and opportunities for career development. Human resource planning and objectives of manpower are defined. The meaning and definition of personnel management are explored, as well as the functions and features. Of course, no discussion of human resources would be complete without recruitment, selection and job analysis. The article continues with the importance of psychological testing and the personal interview in the selection process. This informative article effectively covers every conceivable aspect of human resource management.

Article Quote:

“Personnel Management is the planning, organising, directing and controlling of the procurement, development, compensation, integration and maintenance of people for the purpose of contributing to organizational, individual and social goals”.

Article Link: http://kalyan-city.blogspot.com/2009/12/human-resource-management-human.html

No matter the size of an organization, human resource management is an appropriate springboard for any discussion of performance management. As indicated in this article, it is important to make sure every department, including Human Resources, has the tools necessary to get the job done according to company standards. An effective software infrastructure underlies every efficient examination of performance across multiple dimensions and ensures we don’t get caught unprepared or unaware.

For more on performance management, see http://www.managepro.com/management.html.

Summary:

Under increasing pressure to squeeze more out of taxpayer dollars and jump-start the economy, President Obama recently appointed Jeff Zients, a former management consultant and CEO, as the country’s first chief performance officer. While most Americans would not describe their government as effective, efficient or goal-oriented, it has become Jeff Zients’ function to convince the country that management matters. His new to-do list includes development of a performance measurement system that people will actually use.

Zients says the biggest gap he’s seen between the public and private sectors is in the level of technology. He is looking for ways to improve not only how technology is used among federal workers but also how to improve service for anyone interacting with the government. Also on the agenda is reduction of the time it takes to hire a federal worker. Now an average of 140 days, this is much longer than top talent stays on the market. Of course, increasing productivity is the bottom line for improved efficiency. In a recent report, it was pointed out that while long-term productivity increases in the U.S. private sector on average 1.64% each year, the public-sector consistently lags behind. Zients’ job? Just to improve the effectiveness of government, make sure tax dollars are well spent and that government services can be smarter and faster and cost less.

Article Quote:

“Dollars and cents matter for sure, but to get there, true management requires understanding and changing the culture of a place.”

Article Link: http://money.cnn.com/2009/12/29/technology/jeff_zients_obama.fortune/?section=magazines_fortune

Large organizations require a high-level systems view of their solution architecture and information systems infrastructure to improve processes and management. On the scale of the federal government, this task seems overwhelming. Changing the federal culture to one of efficiency and accountability will require some powerful performance management, but optimism is in order here. With this new management direction, steps have begun in the direction of incorporating successful private practices into the public sector while looking toward a more sustainable future.

For more about performance management, see http://www.managepro.com/management.html.

Summary:

Three leading experts have given their predictions of CRM in 2010. First, William Band, vice president and principal analyst for Forrester Research, foresees that companies will return to investing in their most important asset – customers, that CRM evolves to become the customer management ecosystem and that customer service moves back into the spotlight, while the struggle to integrate customer data continues.

John Ragsdale, vice president of research, Service & Support Professionals Association, forecasts that CRM systems and incident management will undergo a major upset, with companies throwing out old systems and bringing in newer, more flexible and less complex systems. He also predicts the elimination of unlimited free support.

Donna Fluss, principal, DMG Consulting, tells us that 2010 will present contact center managers with opportunities to offer assistance beyond their departmental borders to sales, marketing and other operating areas. The need to achieve corporate revenue, retention and cost savings goals will open doors for this integration. Contact center managers should reach out to their peers in sales, marketing and other operating groups, and ask what they can do to assist them in achieving their goals.

Article Quote:

“SearchCRM.com gathered the prognostications of experts William Band, Paul Greenberg, John Ragsdale and Donna Fluss. They predict big things for 2010, including developments in social CRM, customer management and sales performance management, and a greater role for customer service and the contact center.”

Article Link: http://searchcrm.techtarget.com/news/2240015742/Expert-CRM-predictions-for-2010

Once again, the need to focus on customer service while juggling the integration of increasingly complex information systems highlights the juxtaposition of simple processes within the multifaceted. The critical role of performance management needs to be approached from this holistic perspective, which requires the most efficient use of tools, time and resources.

For more on performance management, see http://www.managepro.com/management.html.

Summary:

From the people end of business, maintaining top talent is as important as recruiting top talent. Most businesses focus on financial compensation as a means for retaining their best employees. According to the author, Geoff Spratt, this is not enough. Successful retention strategies are ones which are able to identify the components of employee satisfaction and engagement from all angles, and ensure that they are addressed.

Spratt provides some key principles which foster an environment of retention. Companies need to have a performance management process that recognizes employee contributions and lets them know that performance is taken seriously. Remembering competencies helps to distinguish individuals that live the core values of the organisation. Targeted training is essential in closing the skills gap and providing the niche development opportunities that the business needs. Organizations need to have a system in place to deal with relationship issues that may arise between employees and management. Make sure the mission statement provides a positive cultural identity and that it is shared from top to bottom. Succession planning processes and transparent opportunities are essential for those that have the skills, abilities and attitude to take the organization to the next level. And, finally, ensure that employees are able to establish a comfortable work/life balance.

Article Quote:

“In essence it’s quite simple, how to keep your people, happy, motivated and committed. This can otherwise be categorised into practices which recognise equality in the workplace, providing an environment which gives employees a sense of achievement, and importantly fosters a culture of teamwork and development opportunities.”

Article Link: http://www.business24-7.ae/Articles/2009/12/Pages/27122009/12282009_7889dcd8417d44989c41a6f89b3007c3.aspx

It makes sense that the expenditure necessary to retain talent would be less than that required to recruit it. As such, it is a good idea not to be caught unprepared in these essential elements of performance management.

For more on performance management, see http://www.managepro.com/management.html.

Summary:

The largest municipal workers’ compensation pool in New York, Public Employer Risk Management Association, Inc. (PERMA) has successfully completed an upgrade to version 4.2 of an integrated policy and claims administration systems by Tropics Software Technologies, a national software company specializing in workers’ compensation systems. This improved system includes significant advances in Tropics’ integrated policy, billing and claims applications, as well as advanced agency and policyholder web portals.

Michael McGuire, PERMA’s IT Manager, said the upgrade went smoothly and credits Tropics with a commitment to quality which has been consistently demonstrated throughout their seven-year association. The new functionality of the system will allow PERMA to improve centralized contact management, advanced document management and workflow management capabilities. This will enhance the user experience for its policyholders, agency partners and internal employees.

Article Quote:

“We have worked with Tropics for over seven years now. Throughout that time, Tropics has consistently demonstrated a commitment to quality, customer understanding and responsiveness. We see them as an extension of our own IT Department and a true partner in our commitment to providing excellent service to our members.”

Article Link: http://www.prweb.com/releases/2009/12/prweb3381724.htm

Given the evolving complexity of computing and data management, partnership is an important function of holistic performance management. These important relationships enhance an organization’s ability to examine performance across multiple dimensions, providing information and insight into desired outcomes.

For more about performance management, see http://www.managepro.com/management.html.

Summary:

This article by Rashmi gives four main stages in the process of performance management. These consist of planning performance, managing performance, reviewing performance and rewarding performance. Planning involves the setting of objectives, which should be as precise as possible, measurable and results-oriented.

Once the planning is complete, managing performance ensures that those plans are acted upon and the required results produced. This includes giving practical support and making sure that employees are clear about the expected results. Performance review is accomplished by using performance appraisal techniques. These techniques include quantifiable objectives against which employees are judged. Account should be taken of any internal factors affecting performance, such as the changes to the organization, the availability of resources and the degree of challenge built into the job profile.

The element of rewarding performance seeks to give employees some kind of return for achieving their targets. These rewards may include merit pay, performance bonuses and incentive bonuses. These performance management techniques help focus employees on commitment to the objectives of the organization.

Article Quote:

“An important part of performance appraisal is to judge how well an individual has performed as against the identified targets. In making judgments about a performance, certain key principles should be considered.”

Article Link: http://churmura.com/performance-management-process-in-an-organization/

Performance management is largely an intuitive process that takes place within certain structured elements which act as anchors. The facility of these benchmarks is to encourage continuity when faced with the nuances of performance review.

For more about performance management, see http://www.managepro.com/management.html.

Summary:

Whether a company is small or an enterprise-wide corporation, software that assists better time tracking, project time tracking and employee time tracking will ultimately increase profits. Understanding where each individual employee’s time is spent and realigning that time as needed to best suit the needs of the current project is a major step toward greater profitability. The ability to access real-time data on how an employee’s time is spent will allow a company to make appropriate changes to realign project resources and time projections of project deliverables. This also facilitates projecting labor costs and resources, as well as effective quoting based on similar past projects.

Effective time-tracking software applications should include time sheet software, time attendance software and time billing software in one easy-to-use graphic interface. A program’s adaptability rests in how easy it is to implement into an existing system with the least amount of impact on business. The right software provides fast access to data and should integrate with existing software.

Article Quote:

“The right software for tracking projects and employees easily increases a company’s productivity and the bottom line. The right software will give your company better control of time and that is a statement of power.”

Article Link: http://production-management.bestmanagementarticles.com/a-35281-how-to-cut-business-costs-with-employee-time-tracking-software.aspx

The old adage that “time is money” is just as true today, if not more so given the turbulence of the current economy. Software that allows an organization to better manage their time will maximize financial and operational performance, providing a competitive edge.

For more on performance software, see http://www.managepro.com/management.html.

Summary:

Increased control, flexibility and scalability requires more than server management. The capability to reduce repair time while leveraging existing IT resources are requirements of the new data center control. The need to manage data centers and branch offices anytime from anywhere is answered by a centralized management approach with out-of-band capability which increases data center control, allows more to be done with less, and provides remote access from anywhere in the world.

Centralized management allows network administrators to access servers 365 days a year, both at the rack and in remote locations. Centralized management software allows control of an appliance that can be connected to servers, serial devices, even power distribution units and environmental monitoring. With centralized management, multiple servers can be controlled, as well as network devices, no matter where they are located. Virtual media is a more recent addition. It increases administrator efficiency by allowing a large host of tasks to be conducted remotely.

Article Quote:

“Whether you need access at the rack, in the Network Operating Center (NOC), or from your laptop at home, there are solutions available that will provide unprecedented, secure access and help you show a quick return on your investment.”

Article Link: http://fix-laptop-problems.com/laptop-optimization/data-center-control-guidelines-to-achieve-centralized-management

Organizations can use technology to their advantage with increased remote access which allows greater management flexibility. Navigation of a challenging marketplace requires companies to make the most of information and deliver timely insight. Increasing the speed and accessibility of data can only heighten this process and increase productivity.

For more on performance management, see http://www.managepro.com/management.html.

Summary:

Even though many businesses are giving top priority to improving sustainability performance, many organizations have found it difficult to manage accountability and transparency of sustainability initiatives. The new SAP BusinessObjects Sustainability Performance Management application allows businesses to more easily set sustainability goals and objectives, measure and communicate performance, and reduce data collection costs and errors.

The software provides a holistic view of an organization’s sustainability indicators, making it easier to track compliance with sustainability strategies across the business. The application features a library of key sustainability performance indicators and is the first solution to be certified by the Global Reporting Initiative (GRI) Certified Software and Tools Program. Although this software can be used as a stand-alone solution, it is also designed to integrate with a range of SAP and non-SAP solutions. The software is being offered in response to a 2009 promise by SAP to both manage its internal operations in a sustainable way and deliver solutions that support its customers’ sustainable business practices.

Article Quote:

“To truly be seen as sustainability leaders, businesses need to look beyond carbon footprinting and start proactively managing the full spectrum of sustainability opportunities, including economic, social and environmental obligations.”

Article Link: http://www.thainy.com/2009/12/new-sap-solution-helps-companies-deliver-on-their-sustainability-promises/

Having software that efficiently manages data allows organizations to focus more on social and economic performance. These performance-enhancing features enable examination of function across multiple dimensions for a more comprehensive performance picture.

For more on performance management, see http://www.managepro.com/management.html.

Summary:

The new year is almost here and if you don’t have your annual strategic planning meeting on the calendar, now is the time to schedule that for you and the entire team. Debbie Seidel-Bittke, founder of Dental Practice Solutions, uses the analogy of taking a journey to a new destination without a road map with beginning a new year of business without a strategic plan. She writes that not having a strategic plan is the equivalent to setting yourself up for failure.

Keeping the strategic planning meeting  fun means moving the plan outside of the office. Get everyone involve so you have a diverse set of ideas for recognizing opportunities and threats. Addressing what has already been accomplished and what needs to be accomplished begins the path for planning objectives.

Article Quote:

“You can not start a business and proceed blindly and just expect that everything will work out and you will achieve great success. It rarely will happen that way. At the very beginning of each year you need to sit down outside the regular dental office atmosphere and make a plan.”

Link: http://www.dentalheroes.com/strategic-plan-dental-practice/

Developing a strategic plan should involve a clear understanding of what your business’ vision and mission statements are and aligning the plan to fit those directives. Implementing strategic planning and execution software keeps the plan in the minds of every individual in the organization while allowing visibility on what tasks should be completed next and by whom.

This cohesive approach keeps the plan active and lets management see if any adjustments need to be make. No plan, strategic or otherwise should be set in stone. It needs to remain flexible so that changes can be made quickly.

For more on strategic planning, see http://www.performancesolutionstech.com/category/strategicplanning/

Summary:

In the past, most companies could get by with just strategic planning. Today’s changing markets demand more. Engage in strategic planning on a regular basis AND enhance the abilities to think strategically throughout the company. By doing this, your organization will become more flexible while increasing your ability to handle any new challenges that come your way.

Enhancing the ability to think strategically involves overcoming the fear of failure, taking incremental steps, making a commitment so others will follow you, don’t wait for the ideal moment to execute your plan, being responsive, demonstrating resolve, and instilling teamwork.

Article Quote:

“Strategic thinking occurs when the entire organization begins to act in concert with the strategic plan. It involves teaching people at all levels of the organization to anticipate opportunities and threats while managing the day-to-day tasks that fall within their scope of responsibilities.”

Link: http://www.business-strategy-innovation.com/2009/12/getting-others-to-think-strategically.html

When people in an organization begin to think strategically, they become more responsive to changing customer needs. They become better at identifying potential threats, obstacles, and problem areas before they reach the critical point. They become better problem solvers as they learn how their decisions and actions impact the business in the future as well as today. Furthermore, they become more involved with and more supportive of the overall strategic plan.

For more on strategic planning, see http://www.performancesolutionstech.com/category/strategicplanning/

Summary:

Key elements in any new product development process should include market intelligence equipped to provide well-thought-out analyses of potential new products and markets; Development capabilities sufficient to develop the new products specified by the market intelligence; production capabilities appropriate to make the products developed; marketing and sales abilities to promote and sell the products; distribution/logistics with the capacities to stock and deliver the products as needed. All of these elements must be included for a successful new product launch.

Article Quote:

“By properly analyzing your customers’ wants and requirements, what your competition is offering and what your company is capable of delivering, market intelligence should help your company focus its product development process on those projects which show the best possibilities for success in the future.”

Link: http://www.cssp.com/strategicplanning/blog/?p=528

Gathering market intelligence is by far the most relevant element in any new product development strategic plan. A clear understanding of what customers want and what the competitors are offering, coupled with financial analysis of what your company is capable of producing, marketing, and delivering is critical to a successful launch.

After launch, monitoring results of the strategic plan with performance technology that allows users immediate visibility on the various departments and their performance gives executives greater control over the entire process.

For more on strategic planning, see http://www.performancesolutionstech.com/category/strategicplanning/

Summary:

What’s strategic about having a fixed plan in a year of constant change? Kerry Martin asks this question and points to the turbulence of economic events in 2009. Using an outdated or irrelevant strategic plan that was developed in a different economic environment is wasteful. Instead companies need to remain flexible and adjust their strategic plans accordingly.

If your budget projections start to look leaner than anticipated, preemptively adjust your tactics to find more efficient ways to accomplish your long-term objectives.   A fixed dollar amount attached to a year-long campaigns can sometimes lead to the entire program being slashed,  if no other alternatives are suggested.

Article Quote:

“For this New Year, make the resolution to be proactive with how your marketing plan or overall business model is assessed; don’t wait for 12 months to start over.”

Link:http://thestrategicfirm.wordpress.com/2009/12/23/proactive-strategic-planning/

Implementing and  monitoring a strategic plan go hand in hand. Changing factors dictate the need for changing strategies. Using scenario planning while developing your strategic plan can help avoid sudden pitfalls. However, even the best strategists don’t think of every possibility.

In order to monitor your plan, it needs to be in front of the eyes and on the minds of everyone in the organization. Getting everyone involved in executing the plan increases the chance for success. Strategic planning and execution software developed to perform these tasks allows leadership to see, in minutes, how well the strategy is performing.

For more on strategic planning, see http://www.performancesolutionstech.com/category/strategicplanning/

Summary:

Lou Schultz defines SWOT, strengths, weaknesses, opportunities, and threats in this article and gives several examples of relevant questions to ask when performing SWOT analysis. The top questions for each area are: what do you do best?, what are your organization’s most critical vulnerabilities in the eyes of your customers?, where are the unmet needs?, and in what areas of markets and products are you in the declining phase? These of course are just a few of the questions organizations need to address when assessing their companies.

Through SWOT analysis, executives can develop a greater understanding of what position the company is currently in and more importantly – how to advance to the next level.

Article Quote:

“Research and discussion of strengths, weaknesses, opportunities, and threats will reveal areas to be shored up or strengthened and other areas to be exploited in your planning activity.”

Link:http://www.parkrapidsenterprise.com/event/article/id/21307/group/News/

Gaining a clear understanding of company strengths may provide a foundation in which the other elements can build on. Weaknesses, particularly in the eyes of customers and competition, can often be perceived rather than factual. Either way, weaknesses need to be addressed in order to boost not only how operations are performed, but people’s perceptions about the company.

Opportunities and threats are forward looking elements of swot analysis. Opportunities seek to exploit the organization’s strengths. Research should be conducted and viewed as attainable and worth the efforts put out now. Threats are defined as areas of vulnerability in the marketplace, encompassing the economy and environment trends, legislation, competitive actions, possible market obsolescence or change.

Strategic planning should include swot analysis to gain a better understanding of the company’s position within the market. However, it is not the only tool available when developing a strategic plan. By starting with the mission and vision of the company and moving on to a planned outcome of events, organizations can begin to develop a strategy for planned objectives. Tactical plans can then be developed and should be viewed as small steps along the path of the strategic plan.

For more information on strategic planning, see http://www.performancesolutionstech.com/category/strategicplanning/

Summary:

Due to the complexity of the computing environment moving into 2010, enterprise IT managers must update the technologies used to monitor, manage and optimize the environment. Industry watchers say some of the biggest challenges facing IT organizations are more cultural than technical. Virtualization and cloud computing require actions be taken across IT domains and will push IT organizations to break down barriers to new technologies.

Analysts say if the cultural hurdles can be cleared, a handful of tools will make adopting advanced technologies easier. These include IT service assurance, virtual systems management, IT service cataloging, IT process automation and IT resource planning. Implementation of  these technologies could become mandatory for advanced data center operations in the coming year. This situation is slowly starting to be addressed with new roles and cross-domain teams being established.

Article Quote:

“As more companies expand virtualization deployments and consider cloud computing, the average IT environment will grow ever more complex. For enterprise IT managers in 2010, that means more tools.”

Article Link: http://news.idg.no/cw/art.cfm?id=BCB24347-1A64-67EA-E453667C639D27F7

As innovative technology drives organizations toward increased awareness of an integration vs. expansion paradox, effective data management is becoming critical. A closer look at data management tools to reexamine their efficacy can give organizations a competitive edge in the coming year.

For more about data management, see http://www.managepro.com/management.html.

Summary:

In his review of the book Managing Performance: International Comparisons by Geert Bouckaer and John Halligan, John Kamensky refers to their concepts as evolutionary. Twenty years into a global performance management movement, this publication describes the progression of performance management in government and provides detailed case studies for a half-dozen countries. Providing four sets of ideal performance systems, they then use these types to comparatively assess the approaches used by a variety of countries.

The four idealistic models developed by Bouckaert and Halligan are the Performance Administration Model, the Siloed Performance System Model, the Comprehensive and Integrated Performance Framework Model and the Performance Governance Approach Model. In addition to these models, the authors describe six performance relationships necessary for their implementation. These include things such as performance budgets, general charters, contracts, specific charters, accountability agreements and interaction definition.

Article Quote:

“Their models roughly describe a continuum that is linked to the evolution and maturity of a country’s or an organization’s performance measures.”

Article Link: http://bizgov.wordpress.com/2009/12/23/managing-performance-a-series/

Even though these performance models and relationships were developed in regard to government, it would be interesting to see how they translate into various organizations. Regardless of the framework for performance management, excellence is an art for deriving the most value from a performance network.

For more on performance management, see http://www.managepro.com/management.html.

Summary:

According to a survey of 131 companies by U.K.-based analyst firm Information Difference earlier this year, the pressures of globalization may be one of the driving factors behind increasing master data management (MDM) deployment. Forty-two percent said they had implemented or were in the process of implementing an MDM project. Organizations are beginning to realize that they need to do something about sorting out their master data if they’re ever going to run international or global businesses.

As successful businesses transcend international borders, the increase in multiple partners, suppliers and reseller networks results in significantly more data which needs to be reconciled. The recent economic downturn has also highlighted the need for companies to make the best use of their assets in order to retain and obtain a customer base. Going beyond data management, the survey also found that a significant dedication of workers to the MDM project is encouraging for the success of those projects.

Article Quote:

“MDM, however, is much more than software. According to the survey, software costs accounted for only 25% of total expenditures around MDM projects. The rest went to staff and resources, much of it dedicated to improving procedures around data quality and data governance.”

Article Link: http://searchdatamanagement.techtarget.com/news/article/0,289142,sid91_gci1376898,00.html?track=sy240&utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+techtarget%2FSearchdatamgmt%2FDataMgmtnews+%28SearchDataManagement+%3A+News+on+data+management+trends+and+technology%29&utm_content=Google+Reader#

Data measurement only becomes  a powerful lever for performance management when you have in place a process of data collection and review for key operational and growth processes.  Without good data, the validity of goal measurement starts losing value rapidly.

For more about performance management, see http://www.managepro.com/management.html.

Summary:

Although virtualization was a buzz word in 2008, it went mainstream in 2009. This was largely due to the economic downturn when information officers were looking to cut costs. In 2010, virtualization will be one of the important levers in the IT transformation journey, spawning multiple innovative business models and influencing CIO investment decisions.

In 2010, virtualization will be driven by several factors such as simplification, flexibility and commoditization, and will permeate from infrastructure to all layers of computing, including software and desktop. Organizations will move towards integrated virtualization strategies that will be managed by new virtualization management tools and governed by IT service management frameworks. Virtualization automation and management tools will evolve in 2010 to simplify operations and manage change in the virtual environment.

Article Quote:

“Virtualization will play a significant role in reducing costs for the CIO. However going forward virtualization will be one of the levers of transformation which CIOs will like to use in providing new generation infrastructure services. With competition in the field increasing due the entrance of OEMs, we expect to see rapid innovation in virtualization management software in 2010.”

Article Link: http://www.virtual-strategy.com/December-2009-Executive-Viewpoint/2010Prediction-Infosys.html

This competitive virtualization market will infuse the innovation of management software in general, allowing organizations to transform their 2010 strategic plans into performance metrics. Those companies with the best solutions architecture and information systems infrastructure will do well in the coming year.

For more about management software, see http://www.managepro.com/management.html.

Summary:

SWOT analysis, Business Logic, and Cultural Screen are three indispensable tools for businesses to use when developing their strategic plan. Of these three,  SWOT analysis is the most valuable to this author because it can enable one to assess performance of certain functions from the macro level of the organization down to its micro level. However, management must understand that resistance to change is inherent and needs to be dealt with before monitoring can begin.

SWOT analysis, (strengths, weakness, opportunities, and threats), can be applied to any organizational unit, team, or individual. A SWOT analysis is often part of a performance audit that seeks to establish how well the organization is performing in response to external and internal demands and influences.

Article Quote:

“For successful implementation of change to happen, there must be a progress monitoring to find out if the change implemented goes on according to plan, so that if there be deviations they can be corrected at the earliest possible time.”

Link:http://www.infobarrel.com/Strategic_Planning_and_the_SWOT_Analysis

Strategic planning begins with ideas full of assumptions about future events. Dealing with resistance within the organization and utilizing the tools mentioned above will greatly improve the chances of strategic planning performance. Monitoring results is the only way to see if your plan is working. Performance software enables users to drill down all the way into the individual worker’s daily prioritization of tasks and time. Without that ability, the plan stays on the shelf and becomes something only top management thinks about.

For more on strategic planning, see http://www.performancesolutionstech.com/category/strategicplanning/

Summary:

Now that the effort to convince their customers to use phones for more than talking has been rewarded by a deluge of demand, wireless carriers are in a scramble to deliver. This sudden increase in demand seems to be generated from the latest generation of smartphones with their new wireless data applications. Capital spending by major carriers in the U.S. could rise to $28.7 billion in 2011 from $19.3 billion in 2009, which is good news for companies that sell products and services to the wireless industry.

Management software developers for subscribers’ data usage are targeting new opportunities to help wireless carriers better manage their networks. Software that helps carriers manage subscribers’ data use can shave 10% to 20% off the cost of supporting growing data traffic. So far, fewer than 10% of carriers have implemented subscriber management software, which can tell carriers how much data particular subscribers are using and which applications they’re allowed to access. Telecom equipment and femtocell makers are also positioned to benefit from the increasing market as everyone struggles to update their infrastructure.

Article Quote:

“Smartphones are forcing wireless carriers to meet surging demand for data, creating a huge opportunity for the many companies that help them.”

Article Link: http://www.businessweek.com/technology/content/dec2009/tc20091223_992099.htm

This is yet another reminder that merging management systems is the trend of the future, bringing management applications under a single umbrella for a comprehensive organizational picture. Connecting operating processes to management systems is the way to derive the most value from integration and provide a competitive edge, translating strategy into tangible metrics.

For more about management software, see http://www.managepro.com/management.html.

Summary:

Allowing businesses to drive innovation from within their existing workforce, WorkSimple provides talent management that blends innovation, informal learning and performance management on one platform. This will give small-to-medium-sized businesses the ability to encourage innovative ideas while building an environment that recognizes and acknowledges its workforce.

WorkSimple’s informal learning platform gives organizations the opportunity to quickly deploy an informal learning strategy within any department, location or region. Providing corporate-wide communication and engagement, this new application will offer new ways to support a fast-paced business environment. With this increased performance, WorkSimple now provides employees and managers a forum for discussing and voting on ideas, asking questions, creating groups, recognizing employees and highlighting discussions. Because it’s offered as a Software-as-a-Service, expensive investments in hardware or software upgrades are not required.

Article Quote:

“This new way of thinking about workforce education and engagement helps organizations make a clear statement that the voices of their employees matters, and we believe this is one of the primary reasons why WorkSimple fosters a true employee recognition culture.”

Article Link: http://www.clomedia.com/industry_news/2009/December/5102/index.php

Creating an environment that supports diversity and collaborative communication always enhances an organization’s performance. Promoting employee contribution and recognition is a vital part of attracting and retaining top talent, which just makes sense for any performance management structure.

For more about performance management, see http://www.managepro.com/management.html.

Summary:

Economist Paul A. Samuelson, who received the first America Nobel Laureate in economics, has passed away at the age of 94. He will be remembered globally for his contribution of applying analytics. During his early career, mathematics had already been employed by social scientists, but Samuelson brought analytics into the mainstream of economic thinking by revealing how to derive reliable theoretical predictions from simple mathematical assumptions.

While one may wonder what analytics has to do with performance management, the correlation involves the application of analytics to elicit improvement from performance management methodologies. Analytics provides the thrust for enterprise performance management to move the dashboard dial needles. Samuelson was credited with converting the field of economics from one that ponders theory about behaviors unintelligible to the common person to one that solves problems.

Article Quote:

“Samuelson developed the tools and equations that changed his field. He was also a leader who at the Massachusetts Institute of Technology recruited a premier collection of economists, many of who were also awarded the Nobel Prize in economics, including Lawrence R. Klein, Paul Krugman, Franco Modigliani, and Joseph E. Stiglitz.”

Article Link: http://smartdatacollective.com/Home/23828

While taking a moment to honor the life of this pioneering economist, it would also be a good idea to examine our own performance management methods and review whether or not they are adequately addressing the issues relevant to our organizations. Connecting performance management and analytics brings processes under a single umbrella to provide a comprehensive management picture.

For more about performance management, see http://www.managepro.com/management.html.

Summary:

Although some companies hire outside sources who specialize in creating training sessions, some businesses will not have the budget or desire to do so. Because training sessions help companies learn to run more smoothly and effectively work together, this article by Ismael D. Tabije provides some tips to those who choose to design and produce their own.

Step one is to determine the main purpose of the training. Then, write the objectives that can realistically be achieved given the number of participants to be trained and the time available. Next, write the training material while focusing on the main purpose of the training session, as well as the targeted objectives. Come up with an interesting introduction in order to ensure that attendees buy into their reason for being there. Determining the visuals to add excitement to the entire presentation is also an important point to consider. Last, and perhaps most importantly, take the time to practice on colleagues who can then give valuable insight and feedback before the actual presentation.

Article Quote:

“When you take the time to properly prepare a training session you will get better results and your employees will come to a greater understanding of their role in the company.”

Article Link: http://performance-management.bestmanagementarticles.com/a-35223-creating-an-effective-training-session.aspx

The mere mention of the word “training” can be the cause of some anxiety among employees at every level. Creating a communication style that encourages collaboration and supports diversity of thought in an environment of safety can help allay that anxiety right from the start and allow the session to head in the intended direction.

For more about training sessions, see http://www.managepro.com/management.html.