Chapter 1: Measuring Performance
Performance management is not a vapid company mindset that can be instituted by buying off-the-shelf software. Learning how to measure company processes and which methods best suit your business are vital first steps. Hopefully this initial chapter will dispel the myth that using metrics alone is the answer. Understanding what your company’s management needs and how your systems can be changed and fused is essential.

Chapter 2: Managing Information for Better Compliance and Performance
In most sports, seeing the ball and controlling it are essential to make the score. The same can be said of some of the newest mandates from regulators – it’s appraise or perish now in the corporate landscape. Companies need to gain that visibility and then control it so that finances, operations and processes do not get unwieldy and unmanageable. Compliance need not be labor-intensive if the right information is getting to the right people when they need it.

Chapter 3: Analysis, Reporting and Planning
When confronted with the challenges of accountability across the entire enterprise, some companies just can’t keep up. Matching the right analytical tools to the right business processes can be an ordeal. With the help of refined visualization tools, dashboards and other methods to help track your important performance benchmarks, planning for companywide change can go much more smoothly.

Chapter 4: Synchronizing Strategy and Execution
Companies devote vast resources to develop their strategies. They lay out the objectives and then develop tools to measure and track progress. But they also fight to synchronize the execution of the strategy, especially across various organizations. Successful executives rely on planning concepts and business intelligence tools to communicate and approve corporate actions, and sometimes they need a more comprehensive view into individual performance.

Chapter 5: Executive and Board Perspective
As the decision maker at the highest point in your company, your job is to see the big picture. When executives and boardroom constituents can see the business drivers and know the people who do the work, they begin to see the roads to being more agile, and that’s when companies are truly focusing on what is happening versus what has happened. This is how to quickly react to changing market conditions.

Chapter 6: Strategic Advantage
For the beleaguered CEO the time has come to shape all of your company’s business information into insight and turn that into action. How you do that is the essential ingredient of strategic advantage. It comes with the ability to receive the right information and to be able to assess it at the right time. With quicker decision turnaround come the fruits of the agile workplace: lean processes, analytical know-how and profit.