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controltocontinuouslyadjustplansandimproveoperationsthroughdisseminationofup‐to‐
dateinformationaboutmarketconditionsandoperationalprocesses,and(4)coordination
amongbusinessunitsandfunctionalgroups.HealsosuggeststhatBPMhelpsorganizations
betterexploitopportunitiesaswellasdetectandrectifyoperationalproblemsbeforethey
growoutofcontrol.
PractitionersatvariousconsultingfirmssuchasGartner,IBMandKPMGhaveused
somevariantsoftheconceptofbusiness performance management sincethelatenineteenth
century(Business Performance Management Magazine[BPMM],2005).Forinstance,the
conceptofcorporate performance management, avariantofbusiness performance
management, wasintroducedintocorporateworldin2001byGartnerResearch.However,
thereislittleornoresearchinacademiaonbusiness performance management. Oneofthe
objectivesofthisworkistoexaminethevariouspractitionerversionsofthebusiness
performance management modelanddevelopagenericBPMframeworkthatcanprovideboth
academiciansandpractitionersalikewithacommonframeofreference.Inthisvein,we
attemptedtocriticallyanalyzeeachpractitionermodelandsynthesizethembasedontheir
common,sharedfoundations.Table3providesabriefaccountofmajorBPMconsultingfirms
andtheirBPM‐relatedactivities.
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... Morethan100yearsold.Focusesonbusinessconsulting,systems
integration,andmanagedservices.ServesGlobal2000andmidsize
companies,governmentagencies,andotherorganizationsintheU.S.
andaroundtheworld.Majorservicesincludecustomerrelationship
management, enterpriseresourceplanning,key performance indicator
(KPI)development,information management, performance
management, enterprisestrategydevelopmentandtransformation,
andinformationtechnology(IT)strategydevelopmentand
transformation,amongothers(BPMM,2005).
BPMPartnersInc. ... Description
5.2Workforce
environment
Aneffectiveandsupportiveworkforceenvironmentthatencompasses
standardsforworkforcesafety,healthcareservices,careercounseling
anddevelopment,recreationalandculturalactivities,benefitspackages,
formalandinformalrecognition,nonwork‐relatededucation,etc.(NIST,
2008).
6.1Worksystems
design
Identificationofcorecompetencies,worksystems,andkeywork
processesthatarecriticalforcreationofcustomervalue,preparationfor
potentialemergencies,andachievementoforganizationalsuccessand
sustainability.Keyworkprocessesincludeprocessesforinnovation,
researchanddevelopment,technologyacquisition,supplychain
management, outsourcing,mergersandacquisition,globalexpansion,
project management, salesandmarketing,etc.(NIST,2008).
6.2Workprocess
management and
improvement
Theimplementation, management andimprovementofkeywork
processesthatarecriticalforcreationofcustomervalue,and
achievementoforganizationalsuccessandsustainability(NIST,2008).
7.1Productand
serviceoutcomes
Measuresofproductsandservice performance suchasinternalquality
measurements,field performance ofproducts,defectlevels,service
errors,responsetime,etc.(NIST,2008).
7.2Customer‐
focusedoutcomes
Measuresofcustomer‐related performance suchascustomersatisfaction
anddissatisfaction;retention,gains,andlossesofcustomers;customer
complaints,complaint management, effectivecomplaintresolution,and
warrantyclaims;customer‐perceivedvaluebasedonqualityandprice;
customerassessmentofaccessandeaseofuse;awards,ratingsand
recognitionfromcustomersandindependentratingagencies(NIST,
2008).
7.3Financialand
marketoutcomes
Measuresoffinancialandmarket performance suchasrevenues,profits
orlosses,budgets,cashposition,netassets,debtleverage,earningsper
share,financialoperationsefficiency,financialreturns,businessgrowth,
donationsandgrantsreceived,percentageofrevenuesderivedfromnew
products,programsorservices,etc.(NIST,2008).
7.4Workforce‐
focusedoutcomes
Measuresofworkforce‐related performance suchasincreasedworkforce
retention,leaderdevelopment,workforcetraining,workforcesafety,
employee absenteeism, employee turnover, employee satisfaction,
employee complaints,etc.(NIST,2008).
Continued
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