Each move of an accomplished chess player is preceded by reflective consideration. Where am I now? Where am I headed? Am I making the right moves at the right time? Am I on track strategically? If not, how do I correct my position?
If you’re a decision-maker that is actively involved in the strategic planning and direction setting for your organization, these questions should be familiar to you. It’s what you do every day – ask and answer big-picture questions. You determine where the company is; decide on a destination; chart a course; give directions; set goals; lead the troops; measure progress; and report to stakeholders. Sounds simple; but managing today’s enterprise is an extremely complex undertaking when your big-picture view is much wider and multi-dimensional than a chess board. This inherent complexity is compounded by the harsh and unforgiving nature of today’s economic and regulatory climate caused by: the slow recovery from the recent economic downturn, with all its ‘do more with less’ pressures; relentless global competition, made even more fierce by a wave of partnerships, mergers and acquisitions; ever-increasing demands from customers; and the added pressure from regulatory scrutiny of accounting and financial reporting practices, thanks to the recent transgressions of a few highly visible corporations.
In response to these pressures and to the rapidly growing complexity of today’s business environment, a growing number of organizations of all sizes are implementing Corporate Performance Management solutions to achieve a better-managed and optimally performing organization.
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