Gary Cokins
Manager, Performance Management Solutions at SASUnited States | Professional Services - Information, Technology
An analytics story problem: When will two trains collide?
Posted
9 days
ago,
1 comment
In my mind there are two pre-requisites to problem solving: (1) first frame the problem or opportunity, and (2) then perform the analysis.
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Kaplan and Norton’s future vision of the Balanced Scorecard
Posted
23 days
ago,
0 comments
I define Enterprise Performance Management (EPM) much broader than its narrowly perceived view as a CFO initiative with a bunch of dashboards. Under EPM’s broad umbrella are these component methodologies: (1) profitability analysis; (2) forecasting, planning, and budgeting; (3) customer intelligence; (4) process improvement; and (5) strategy execution. The last one, strategy execution, relies on strategy maps, strategic scorecards (with KPIs), and operational dashboards (with PIs).
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Baseball + Analytics = Improved Performance
Posted
3 months
ago,
1 comment
How does an organization create a culture of metrics? One example is the community of baseball, including its managers, team owners, scouts, players and fans. With better information and analysis of that information, baseball teams perform better – they win!
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What? So what? Then what? … Why not?
Posted
4 months
ago,
6 comments
One of the problems with analytics and business intelligence (BI) information is that these techniques do not always complete the task of solving a problem or moving to the next step of creating and realizing value. I refer to this as the syndrome of “What? So what? Then what?” My concern is that many organizations use analytics and BI to answer only the first question, but then they are stymied when it comes to answering the next two questions.
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Business Analytics – Nonsense or Prudence?
Posted
6 months
ago,
1 comment
Pardon my deception by attracting you to read this blog article by stating “business analytics” in its title. Analytics are a means to an end where the end-game is enterprise performance improvement. That is, analytics are enablers, not necessarily the root cause for improvement. And there are obviously multiple other contributors to organizational improvement including having enough money to spend on improving and having good executive leadership.
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