June 2008

Redefining BPM: Why Results and Performance Must Be Separated
By Harry Greene
Many problems that plagued 20th-century businesses -- and continue to dog companies today -- are by-products of those businesses' lumping of the capital they utilize and the results they produce together as "performance" in their BPM.
(Business Performance Management, June 2008, p.4)     

Moving Strategy Forward: Merging the Balanced Scorecard and Business Intelligence
By Bob Paladino, Nancy Williams
Even companies that embrace the Balanced Scorecard often take a backward approach to monitoring performance. Many organizations choose metrics based on how much effort data collection requires.
(Business Performance Management, June 2008, p.12)     

BPM 2.0: Taking a Page From Facebook
By William A. Soward
Performance management software has improved the data companies rely on in making management decisions. Now BPM is combining with Web 2.0 technologies to provide better decision support companywide.
(Business Performance Management, June 2008, p.19)     

Business Intelligence And Search: Why Their Futures Are Intertwined
By Mark Smith
Businesspeople want to access their company's BI data easily, then combine it with information stored in a slew of nondatabase formats. Search engines can make available all sorts of information in a way business users find intuitive.
(Business Performance Management, June 2008, p.22)     

Case in Point: Dashing to The Right Data
By The Editors
Roy Weisert, Ph.D., Strategic Operations Officer, Naval Surface Warfare Center, Dam Neck, U.S. Navy
(Business Performance Management, June 2008, p.28)     

Case in Point: BPM Is Radiant in Solar Field
By The Editors
Howard Smith, Former CFO, GT Solar Inc.
(Business Performance Management, June 2008, p.30)     

The Wisdom Of the Cowed
By Dan Danbom
(Business Performance Management, June 2008, p.32)