Module
Advanced Performance Management
Advanced Performance Management
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- 01Strategic performance management turns purpose into control
- 02Planning and control form a continuous strategic cycle
- 03Performance measurement checks progress rather than proves success
- 04Strategic tactical and operational control answer different questions
- 05Long-term value can conflict with short-term targets
- 06Mendelow maps stakeholder power and interest
- 07Stakeholder conflict changes risk appetite and performance
- 08SWOT must convert diagnosis into strategic action
- 09PEST scans the external drivers of performance
- 10Porter's generic strategies require coherent measures
- 11Models organise evidence but do not replace judgement
- 12The Balanced Scorecard links four perspectives
- 13Balanced Scorecard causality must be tested
- 14A scorecard needs ownership targets and review
- 15Benchmarking compares processes as well as results
- 16Benchmarking needs a disciplined improvement cycle
- 17Risk and uncertainty belong inside performance reports
- 18Structure changes accountability and information flows
- 19Culture determines how people use performance information
- 20Strategy change requires measurement-system adoption
- 21Mission cascades through goals objectives and operations
- 22Mission wording shapes performance priorities
- 23Objectives make strategy measurable without narrowing it
- 24Critical success factors identify what must go right
- 25KPIs need definitions owners and decision rules
- 26KPI design must anticipate gaming
- 27The Performance Pyramid links vision to operations
- 28Apply the pyramid through causal questions
- 29The performance planning gap separates ambition from forecast
- 30Close the planning gap with coherent alternatives
- 31Shareholder returns remain central but not isolated
- 32Margins reveal price mix and cost relationships
- 33ROCE and ROI combine profit with invested resources
- 34EPS and TSR answer different investor questions
- 35EBITDA is a starting point not cash flow
- 36Residual income charges divisions for capital
- 37NPV measures value creation over time
- 38EVA charges operating profit for all capital
- 39EVA adjustments aim for economic consistency
- 40EVA can align decisions but remains model-dependent
- 41Liquidity measures test short-term financial capacity
- 42Gearing and interest cover show financial risk
- 43Operating gearing links fixed cost to profit sensitivity
- 44Financial benchmarks must be relevant and comparable
- 45Divisional measures should reflect strategy and autonomy
- 46Managerial performance differs from divisional performance
- 47Integrated financial diagnosis follows the value drivers
- 48Non-financial indicators can predict financial outcomes
- 49Employee indicators need context and safeguards
- 50Quality indicators must follow the customer outcome
- 51Customer loyalty needs more than one headline score
- 52Qualitative information is difficult but strategically necessary
- 53Brand awareness and loyalty are distinct assets
- 54A causal map integrates financial and non-financial evidence
- 55Data quality and gaming can corrupt non-financial KPIs
- 56Sustainability reshapes strategic goals and risk
- 57Sustainability targets need baselines boundaries and pathways
- 58Integrated reporting connects resources relationships and value
- 59People planet and profit require explicit trade-offs
- 60Greenwashing risk begins with selective measurement
- 61Environmental costs extend beyond visible invoices
- 62Input-output analysis exposes material loss
- 63Environmental ABC assigns hidden cost to its drivers
- 64Environmental lifecycle costing follows the whole impact
- 65Sustainability performance needs an integrated action plan
- 66Budgets coordinate resources but can distort behaviour
- 67Fixed and flexible budgets answer different questions
- 68Rolling budgets keep the planning horizon alive
- 69Activity-based budgeting plans the demand for activities
- 70Zero-based budgeting challenges the whole resource claim
- 71Incremental budgeting is efficient but path-dependent
- 72Choose budgeting methods to fit context
- 73Variance analysis begins with a causal bridge
- 74Planning and operational variances separate standard change
- 75Mix and yield show composition and conversion
- 76Sales variances need market and strategic context
- 77Variance recommendations must be controllable and forward-looking
- 78Beyond budgeting replaces fixed command with adaptability
- 79Human resources turn strategy into performance
- 80The Building Block model fits service performance
- 81Building Block standards should feel achievable and fair
- 82Building Block rewards need clarity motivation and control
- 83Accountability requires controllability and influence
- 84Appraisal systems should create evidence and learning
- 85Hopwood shows how management style changes behaviour
- 86Performance style must fit task uncertainty
- 87Reward schemes must align effort with strategy
- 88Linking reward to measures creates adverse consequences
- 89What gets measured may get gamed
- 90Behavioural diagnosis precedes performance-system redesign
- 91Porter's Value Chain locates where value is created
- 92Value-based management makes value drivers operational
- 93VBM implementation requires governance and learning
- 94Activity-based management converts cost insight into action
- 95ABC calculations reveal activity consumption
- 96ABM targets root causes across the process
- 97Kaizen costing pursues continuous post-launch improvement
- 98Target costing designs cost before it is committed
- 99Lifecycle costing captures cost from idea to exit
- 100Just-in-time exposes flow and supplier dependency
- 101Six Sigma reduces variation through DMAIC
- 102TQM makes quality an organisation-wide responsibility
- 103Cost of quality balances prevention and failure
- 104Choose improvement techniques by diagnosed problem
- 105Business process re-engineering redesigns end-to-end work
- 106BPR carries implementation and control risks
- 107Performance optimisation is a systems problem
- 108Process mapping reveals bottlenecks and rework
- 109Benefits realisation keeps improvement accountable
- 110Improvement must preserve sustainability and resilience
- 111Integrated improvement cases require calculation and judgement
- 112Change governance protects improvement value
- 113SHIP explains why services need different measures
- 114Service performance balances capacity experience and outcome
- 115Building Blocks evaluate service results and determinants
- 116Not-for-profit organisations face multiple objectives
- 117Not-for-profit outputs and outcomes are hard to measure
- 118League tables create comparison and gaming
- 119Value for money combines economy efficiency and effectiveness
- 120VFM calculations need service and quality context
- 121Complex structures weaken simple accountability
- 122Alliances and joint ventures need shared success measures
- 123Supply-chain measures should follow end-to-end value
- 124Partner performance requires fair controllability
- 125A service-level agreement defines measurable service
- 126SLA implementation needs governance and review
- 127Context determines the right performance system
- 128A management report starts with user and decision
- 129Reports should mirror mission goals and user needs
- 130Information overload hides weak performance
- 131Presentation should make comparison and action easy
- 132Data visualisation must reveal rather than decorate
- 133Numerical presentation can mislead without false data
- 134Narrative can mislead through framing and omission
- 135Useful commentary explains what why so what and now what
- 136Evaluate a report as an integrated control system
- 137Technology changes the speed scope and control of performance
- 138Unified databases and warehouses create one governed view
- 139Automation RFID cloud and networks change measures
- 140AI can recommend action but management remains accountable
- 141Data silos prevent a coherent performance story
- 142ERP KMS and CRM support different performance needs
- 143Systems and data face confidentiality integrity and availability risks
- 144Layered controls protect technology and information
- 145Lean information systems follow the five Ss
- 146Information value must exceed its total cost
- 147Big data expands volume velocity variety and veracity
- 148Big data creates strategic risks and challenges
- 149Data science begins with a decision goal
- 150Data selection must represent the performance question
- 151Cleaning transformation and storage shape model quality
- 152Descriptive analytics explains what happened
- 153Diagnostic analytics investigates why performance changed
- 154Predictive analytics estimates future outcomes
- 155Prescriptive analytics recommends action under constraints
- 156Text image video and voice require different controls
- 157Regression estimates relationships not certainty
- 158Bias patterns ranges and distributions change interpretation
- 159Machine learning and AI need performance governance
- 160Model output must be challenged and refined
- 161Turn model insight into ethical management action
- 162Communication makes technical work usable
- 163Analysis and evaluation connect evidence to judgement
- 164Scepticism challenges the performance story
- 165Commercial acumen makes recommendations workable
- 166Access and manipulate exhibits efficiently
- 167Use response tools as workplace tools
- 168Navigate and amend without losing structure
- 169Present data and advice professionally
- 170Congratulations on completing the module