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INTEGRATED PERFORMANCE MANAGEMENT
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The business world is changing at an ever-increasing pace. The
globalization of markets, the revolution in information and
communication technologies, the increasing importance (and volatility)
of financial markets, and the war for talent are only a few of the change
drivers in our current business climate. In this ever-changing world,
today’s managers are confronted with a number of daunting challenges in
their quest for creating value. Business is becoming more and more
complex. Newly trained and empowered employees have implemented
many innovative practices, including continuous improvement,
empowerment, Activity-Based Costing, re-engineering and quality
management. Companies are looking for new forms of relationships with
customers, suppliers, employees and other stakeholders. Intangible assets
have become the major source of competitive advantage. As a reaction,
companies have been changing their operating assumptions to include the
development of closer value chain relationships, customization of
products and services, reliance on knowledge workers, and an intense
focus on innovation. At the same time, companies have been downsizing,
de-layering and outsourcing strategically non-relevant activities. And all
these new trends are occurring against a background of intensified
competition.
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INTEGRATED PERFORMANCE MANAGEMENT
Management
English
Sage Publications Ltd
2004
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