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Published on: April 20, 2009
Type of content: WHITE PAPER
Length: 9 pages
The rapid pace of business today requires organizations to do everything possible to provide members of their workforce with the information and tools they need to successfully complete their tasks as fast as possible while still choosing the right action or making the best decision. But this same pace makes accomplishing this challenging; changes and updates can slow work in a 7x24 environment where every minute counts.
Thus, pursuing a strategic approach to managing and optimizing business performance – what has come to be called performance management – must be a top priority. Now, in the face of extreme pressure to both be lean and deliver results, organizations are reexamining their priorities and moving performance management improvements closer to the top of their strategic planning lists.
Successfully implementing performance management first requires an understanding that it is not just a technology deployment but rather a substantial shift to a new working paradigm. Managing performance requires that business and IT, working collaboratively, develop a vision of how to integrate information and technology to improve the performance of the organization’s people and processes, and then act on that vision. Using common performance management tools and systems efficiently is just as critical to the success of the business as using a common set of applications for accounting and human resources (ERP) and marketing and sales (CRM), and arguably more so.
Read this paper to learn more.