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Under 1990-talet kom Kaplan och Norton fram med styrningsfilosofin balanserat styrkort som innebär att managers uppmanas att inte enbart ta hänsyn till finansiella mått utan bör använda sig av både finansiella och icke-finansiella mått för att kunna styra företag. Det här konceptet med balanserat styrkort har sedan det togs fram utvecklas och i början av 2000-talet finns den tredje versionen av balanserat styrkort som tillsammans med avancerad teknologi bildar konceptet business performance management. Det innebär att den information som ligger till grund för de rapporter som består av finansiella och icke-finansiella mått hämtas från en central databas i det verksamhetsöverskridande business performance management systemet. En anledning till det är att business performance management knyter samman balanserat styrkort med avancerad teknologi som möjliggör att managers därmed har möjlighet att få tillgång till en gemensam version av verkligheten, det vill säga en gemensam mental bild hur företaget presterar. Dessutom möjliggör den avancerade teknologin att managers oavsett om beslut tas som är strategiska, taktiska eller operativa att de har tillgång till den information som beslutsunderlagen baseras på i rätt tid. Den information som beslutsunderlagen baseras på måste bestå av en tillfredställande god kvalitet för att möjliggöra att managers tar korrekta och optimala beslut. Det är därför av väsentlig betydelse att kvaliteten hos beslutsunderlagen håller en tillfredställande god kvalitet för att undanröja risken att managers inte tar otillfredsställande beslut som sedan innebär onödiga kostnader för företaget. Dessutom möjliggör en tillfredställande god kvalitet hos informationen som beslutsunderlagen baseras på att företagets managers kan ta beslut som leder till att de kan agera mot förändringar som sker i den omgivande företagskontexten. Att förbättra kvaliteten hos den information som ligger till grund för beslutsunderlagen behöver därmed vara något som företag prioriterar så att informationen håller en tillfredställande god kvalitet. Kvalitetsledningsfilosofin total quality management (TQM) har i denna studie används för att ta reda på hur informationskvaliteten hos beslutsunderlagen som tas fram via business performance management kan förbättras. Total quality management tar ett verksamhetsövergripande grepp om hur kvaliteten kan förbättras inom företag. Företag prioriterar ofta inte att förbättra kvaliteten hos den information som de har till sitt förfogande för att ta beslut utan utgår ofta från att informationen är korrekt och om den inte är det så har något fundamentalt fel inträffat. Det leder till att företag ofta i de projekt som de utför förbiser vilken kvalitet informationen har utan använder sina resurser till andra arbetsuppgifter. För att kunna förbättra informationskvaliteten hos beslutsunderlagen behöver kvalitetsförbättringar bli ett prioriterat område inom företag. Företag har större möjlighet att uppnå en tillfredställande god kvalitet hos beslutsunderlagen om företagsledningen tillsätter en kvalitetsansvarig. Den person som blir kvalitetsansvarig tar tag i de stridigheter som behövs för att få tillgång till de nödvändiga resurserna. Denna person stödjer även de projektgrupper som arbetar med att förbättra informationskvaliteten. Det förutsätter att den kvalitetsansvarige har mandat att ta de nödvändiga besluten för att kunna förbättra kvaliteten hos beslutsunderlagen. / During the century of 1990 come Kaplan and Norton with the balance scorecard philosophy. The purpose of this philosophy is to encourage managers to not only take consideration in financial measurements, but also to use both financial and non-financial measurement to manage companies. This concept with balanced scorecard have developed since it's beginning and in the beginning of the 21st century the third version of balanced scorecard developed with advanced technology which established the concept business performance management. This means that the information that the reports builds on have both financial and non-financial measurement which are collected from a central database in the company´s overall business performance management system. One reason to why business performance management ties balanced scorecard with advanced technology is to give managers possibilities to get a common version of reality, this means a common mental picture of how the company performs. Besides the advanced technology render possibilities that give managers, regardless if the decision has been taken at strategic, tactic or operative level, access to information that basic data for decision-making is based on in right time. The information that basic data for decision-making is based on must have a satisfied good quality to enable managers to take correct and optimal decision. It is therefore important that the quality of basic data for decision-making holds a satisfied good quality to remove the risk that managers is taking non-satisfactory decisions that means unnecessary costs for the company. Besides enable a satisfied good quality of the information, which basic data for decision-making is based on, so that managers at companies can take decision that leads them to take action against changes around the company's context. To improve the information quality that basic data for decision-making is based on should be something that companies prioritize so that information holds a satisfied good quality. The quality management philosophy total quality management (TQM) has in this study been used to investigate how information quality in basic data for decision-making can be improved. Total quality management gives a company an overall view of how the quality can be improved in the company. The companies not often prioritize improvement of the information quality that they have to their disposal for taking decision, instead they often assume that information is correct and if it is not there it has occurred a fundamental mistake. This leads to that the companies often in their projects overlook witch quality the information has and use their resources to others working tasks.  Too improve the information quality at basic data for decision-making needs quality improvement be a prioritized area within the companies. Companies have more possibilities to reach a satisfied good quality at the basic data for decision-making if the company management adds a person that is responsible for the quality. The person that will be responsible for the quality takes the necessary fights to get access to the necessary resources. This person even supports the project groups that work with improvement of information quality. To have responsibility for the quality this person has mandate to take the necessary decisions to improve the quality of the basic data for decision-making.

<p>Under 1990-talet kom Kaplan och Norton fram med styrningsfilosofin balanserat styrkort som innebär att managers uppmanas att inte enbart ta hänsyn till finansiella mått utan bör använda sig av både finansiella och icke-finansiella mått för att kunna styra företag. Det här konceptet med balanserat styrkort har sedan det togs fram utvecklas och i början av 2000-talet finns den tredje versionen av balanserat styrkort som tillsammans med avancerad teknologi bildar konceptet business performance management. Det innebär att den information som ligger till grund för de rapporter som består av finansiella och icke-finansiella mått hämtas från en central databas i det verksamhetsöverskridande business performance management systemet. En anledning till det är att business performance management knyter samman balanserat styrkort med avancerad teknologi som möjliggör att managers därmed har möjlighet att få tillgång till en gemensam version av verkligheten, det vill säga en gemensam mental bild hur företaget presterar. Dessutom möjliggör den avancerade teknologin att managers oavsett om beslut tas som är strategiska, taktiska eller operativa att de har tillgång till den information som beslutsunderlagen baseras på i rätt tid.</p><p>Den information som beslutsunderlagen baseras på måste bestå av en tillfredställande god kvalitet för att möjliggöra att managers tar korrekta och optimala beslut. Det är därför av väsentlig betydelse att kvaliteten hos beslutsunderlagen håller en tillfredställande god kvalitet för att undanröja risken att managers inte tar otillfredsställande beslut som sedan innebär onödiga kostnader för företaget. Dessutom möjliggör en tillfredställande god kvalitet hos informationen som beslutsunderlagen baseras på att företagets managers kan ta beslut som leder till att de kan agera mot förändringar som sker i den omgivande företagskontexten. Att förbättra kvaliteten hos den information som ligger till grund för beslutsunderlagen behöver därmed vara något som företag prioriterar så att informationen håller en tillfredställande god kvalitet. Kvalitetsledningsfilosofin total quality management (TQM) har i denna studie används för att ta reda på hur informationskvaliteten hos beslutsunderlagen som tas fram via business performance management kan förbättras. Total quality management tar ett verksamhetsövergripande grepp om hur kvaliteten kan förbättras inom företag.</p><p>Företag prioriterar ofta inte att förbättra kvaliteten hos den information som de har till sitt förfogande för att ta beslut utan utgår ofta från att informationen är korrekt och om den inte är det så har något fundamentalt fel inträffat. Det leder till att företag ofta i de projekt som de utför förbiser vilken kvalitet informationen har utan använder sina resurser till andra arbetsuppgifter. För att kunna förbättra informationskvaliteten hos beslutsunderlagen behöver kvalitetsförbättringar bli ett prioriterat område inom företag. Företag har större möjlighet att uppnå en tillfredställande god kvalitet hos beslutsunderlagen om företagsledningen tillsätter en kvalitetsansvarig. Den person som blir kvalitetsansvarig tar tag i de stridigheter som behövs för att få tillgång till de nödvändiga resurserna. Denna person stödjer även de projektgrupper som arbetar med att förbättra informationskvaliteten. Det förutsätter att den kvalitetsansvarige har mandat att ta de nödvändiga besluten för att kunna förbättra kvaliteten hos beslutsunderlagen.</p> / <p>During the century of 1990 come Kaplan and Norton with the balance scorecard philosophy. The purpose of this philosophy is to encourage managers to not only take consideration in financial measurements, but also to use both financial and non-financial measurement to manage companies. This concept with balanced scorecard have developed since it's beginning and in the beginning of the 21st century the third version of balanced scorecard developed with advanced technology which established the concept business performance management. This means that the information that the reports builds on have both financial and non-financial measurement which are collected from a central database in the company´s overall business performance management system. One reason to why business performance management ties balanced scorecard with advanced technology is to give managers possibilities to get a common version of reality, this means a common mental picture of how the company performs. Besides the advanced technology render possibilities that give managers, regardless if the decision has been taken at strategic, tactic or operative level, access to information that basic data for decision-making is based on in right time.</p><p>The information that basic data for decision-making is based on must have a satisfied good quality to enable managers to take correct and optimal decision. It is therefore important that the quality of basic data for decision-making holds a satisfied good quality to remove the risk that managers is taking non-satisfactory decisions that means unnecessary costs for the company. Besides enable a satisfied good quality of the information, which basic data for decision-making is based on, so that managers at companies can take decision that leads them to take action against changes around the company's context. To improve the information quality that basic data for decision-making is based on should be something that companies prioritize so that information holds a satisfied good quality. The quality management philosophy total quality management (TQM) has in this study been used to investigate how information quality in basic data for decision-making can be improved. Total quality management gives a company an overall view of how the quality can be improved in the company.</p><p>The companies not often prioritize improvement of the information quality that they have to their disposal for taking decision, instead they often assume that information is correct and if it is not there it has occurred a fundamental mistake. This leads to that the companies often in their projects overlook witch quality the information has and use their resources to others working tasks.  Too improve the information quality at basic data for decision-making needs quality improvement be a prioritized area within the companies. Companies have more possibilities to reach a satisfied good quality at the basic data for decision-making if the company management adds a person that is responsible for the quality. The person that will be responsible for the quality takes the necessary fights to get access to the necessary resources. This person even supports the project groups that work with improvement of information quality. To have responsibility for the quality this person has mandate to take the necessary decisions to improve the quality of the basic data for decision-making.</p>

Thesis (MBA)--Stellenbosch University, 2002. / ENGLISH ABSTRACT: For the past two decades or so we have been witnessing the dawn of the information age. The technological revolution that typifies this era is proceeding at a rate unparalleled by the advances of previous eras. This technological advancement has spawned what is called the New Economy, where the currency is information and the watchword is speed. The New Economy is global, knowledge-driven, and highly competitive. It has forever changed the competitive landscapes of many industries, combined others into new industries, and has even created entirely new industries. The New Economy poses many new challenges for organisations that strive for excellence. Amongst other things, globalisation and rapid advances in technology are constantly raising performance level benchmarks on all fronts. This means that organisations striving for excellence have to be stable yet agile, lean, responsive, innovative, efficient, customer-focused, and profitable. In addition, the pressure on organisations to democratise the workplace brings its own challenges. One such approach for organising for excellence is the Beehive model where minimum levels of performance have to be attained in each of seven interdependent areas: strategy, structures, people capacity, business disciplines, stakeholder commitment, pay and incentives, and change leadership. Taken out of context, these practices will not produce the desired improvements in performance. They need to be treated as a system where the practices fit with and support each other. / AFRIKAANSE OPSOMMING: Vir ongeveer die afgelope twee dekades ervaar ons die aanbreek van die informasie tydperk. Die tegnologiese revolusie, wat 'n kenmerk is van hierdie era, gaan voort met 'n tempo ongeewenaard met die vooruitgang van vorige eras. Hierdie tegnologiese vooruitgang het voortgebring wat die Nuwe Ekonomie genoem word, waar die geldeenheid informasie en die wagwoord spoed is. Die Nuwe Ekonomie is wereldwyd, kennis aangedrewe, en hoogs kompeterend. Dit het die kompeterende landskappe van baie industriee vir ewig verander, ander in nuwe industriee kombineer en selfs geheel en al nuwe industriee geskep. Die Nuwe Ekonomie lewer vele nuwe uitdagings op vir organisasies wat na uitmuntenheid streef. Om maar een te noem veroorsaak globalisasie en vinnige vooruitgang in tegnologie 'n konstante styging in prestasie vlak hoogtemerke reg deur die industrie. Dit beteken dat organisasies wat na uitmuntenheid streef stabiel, tog ook behendig, reagerend, vernuwend, effektief, klient gefokus en winsgewend moet wees. Daarmee saam bring die druk op organisasies om by die werkplek te demokratiseer sy eie uitdagings. Een so benadering vir organisering vir uitmuntendheid is die Beehive model waar minimum vlakke van prestasie in elke sewe interafhanklike areas behaal moet word: strategie, strukture, menslike kapasiteit, besigheids dissipline, insethouer toegewydheid, betaling en prestasielone, en oorgangsleiding. Uit konteks sal hierdie praktyke nie die gewensde verbeterings in prestasie behaal nie. Dit moet as 'n sisteem behandel word waar die praktyke mekaar pas en ondersteun.

Thesis (MBA)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: The Beehive Model (Figure 1.1) of organisational renewal is a theoretical model and analytical tool, in a honeycomb formation as developed by Nel (2001), which is used to obtain a 'snapshot' of organisational compliance with the application of either best or poor practices associated with seven individual workplace practices within the contemporary economic climate. Each of the seven workplace practices has eight pairs of indicators, in a questionnaire format (Appendix A), used to obtain the 'snapshot' of how an evaluated organisation/department/business unit performs regarding the application of either poor or best practices. The workplace practices, namely Strategy, Change Leadership, Stakeholder Commitment, Pay and Incentives, Talent Creation, Business Disciplines, and Structures, are suggested to be strongly related to and critical for entrenching change and high performance in organisations if best practices are applied correctly as driven by strategy. It is suggested that the application of poor practices within the organisational environment is likely to result in inertia and poor performance. The study project endeavour to determine the rationale behind the Beehive Model of organisational renewal for the entrenchment of change and high performance in organisational culture, as justified by recent academic literature, using a literature review as research design. The correlation of entrenched change and high performance with the application of best practices, and entrenched organisational inertia and poor performance with the application of poor practices, is in both cases assumed to be positive and no attempt is made to empirically test the correlations within this study project. The Beehive Model and the literature reveal a synthesised environment that culturally and structurally integrates workplace practices and questionnaire indicators, reinforcing and causing high performance, and endeavouring to create and explain the following scenario: All employees are enabled and empowered to achieve their maximum capability and potential through formal and informal workplace practices and processes that are integrated throughout the organisation and structured in such a way that makes them clear and simple to understand and easy to use, channels information flow purposefully, encourages and forces active information flow, and delivers relevant and useful information within specific contexts as underpinned by competent employees that are actively involved in the design, implementation, usage and ongoing adjustment of the workplace practices. This encourages contextual business understanding, and commitment to and participation in performance enhancing problem solving through effort that is aligned with strategy. The findings suggest that the Beehive Model's structure and purpose and the associated questionnaire indicators are soundly supported by recent academic theory as well as the limited available empirical research on related topics. It is therefore possible to conclude with a reasonably high level of confidence, as viewed against the backdrop of trends in the literature, that high compliance with the correct and holistic application of best practice, as associated with the seven workplace practices' indicators, is likely to result in the entrenchment of change and high performance within an organisation's culture. The literature reviewed also strongly suggests the industry independence of the effective application of the Beehive Model's questionnaire indicators. / AFRIKAANSE OPSOMMING: Die 'Beehive'-model (Figure 1.1) van organisatoriese vernuwing is 'n teoretiese model en analitiese werktuig, in 'n heuningkoekformaat soos ontwerp deur Nel (2001), wat gebruik word om 'n 'kiekie' te verkry van organisatoriese nakoming ten opsigte van die toepassing van goeie of slegte praktyke binne die kontemporêre ekonomiese klimaat. Elkeen van die sewe werkplekpraktyke het agt pare aanwysers, in 'n vraelysformaat (Aanhangsel A), wat gebruik word om die 'kiekie' te verkry van hoe die geëvalueerde organisasie/afdeling/besigheidseenheid presteer ten opsigte van die toepassing van óf slegte óf goeie praktyke. Daar word te kenne gegee dat die werkplekpraktyke, naamlik Strategie, Veranderingsleierskap, Verbintenis van belanghebbendes, Vergoeding en Aansporing, Talentskepping, Besigheidsdissiplines en Strukture, sterk in verband staan met en kritiek is vir die vaslegging van verandering en hoë prestasie binne organisasies indien goeie praktyke korrek toegepas word soos gedryf deur strategie. Daar word te kenne gegee dat die toepassing van slegte praktyke binne die organisasie-omgewing waarskynlik traagheid en swak prestasie tot gevolg sal hê. Die studieprojek poog om die rasionaal van die 'Beehive'-model van organisasievernuwing vir die vaslegging van verandering en hoë prestasie in die organisasiekultuur te bepaal soos geregverdig deur onlangse akademiese literatuur deur die gebruikmaking van 'n literatuuroorsig as navorsingsontwerp. Daar word aangeneem dat die korrelasie van vasgelegde verandering en hoë prestasie met die toepassing van goeie praktyke, en vasgelegde organisasietraagheid en swak prestasie met die toepassing van swak praktyke in beide gevalle positief is en geen poging word aangewend om die korrelasies empiries te toets as deel van hierdie studieprojek nie. Die 'Beehive'-model en literatuuroorsig toon 'n saamgevoegde omgewing wat kultureel en struktureel die werkplekpraktyke en vraelysaanwysers integreer en daardeur hoë prestasie versterk en veroorsaak, en wat poog om die volgende scenario te skep en te verduidelik: Alle werknemers word in staat gestel (bekwaam) en bemagtig om hul volle vermoë en potensiaal te bereik deur formele en informele werkplekpraktyke en prosesse wat regdeur die organisasie geïntegreer is en wat duidelik en eenvoudig gestruktureer is om dit maklik te maak om te verstaan en te gebruik, informasievloei doelgerig te kanaliseer, aktiewe inligtingsvloei aan te moedig en te forseer, en wat toepaslike en nuttige inligting binne bepaalde verband lewer soos ondersteun deur bekwame werknemers wat aktief betrokke is by die ontwerp, implementering, gebruik en deurlopende aanpassing van die werkplekpraktyke. Dit moedig die kontekstuele begrip van die besigheid, asook verbintenis tot en deelname aan prestasieverhogende probleemoplossing aan deur inspanning wat strategiegerig is. Die bevindings dui daarop dat die 'Beehive'-model se struktuur en doel en die gepaardgaande vraelysaanwysers sterk ondersteun word deur onlangse akademiese teorie asook beperkte beskikbare empiriese navorsing ten opsigte van verwante onderwerpe. Daarom is dit moontlik om met 'n redelike hoë mate van vertroue tot die gevolgtrekking te kom, soos gesien teen die agtergrond van tendense in die literatuur, dat 'n hoë mate van nakoming van die korrekte en holistiese toepassing van goeie praktyke, soos geassosieer met die sewe werkplekpraktykaanwysers, waarskynlik sal lei tot die vaslegging van verandering en hoë prestasie in die kultuur van 'n organisasie. Die literatuuroorsig dui ook redelik sterk op die begryfsonafhanklikheid van die doeltreffende toepassing van die "Beehive'- modelvraelysaanwysers.

No business can effectively be managed without the proper management and information that reflects and creates the milieu it operates in. Business performance management creates the framework in which a structured approach can be followed in setting the scene for a predictive and controllable environment. Business intelligence creates the information structures; information relationships and a reflection of the value chain of the business. By combining the two methodologies it creates a total business solution that harmonises all aspects of value creation in an objective manner. The aim of this study is to conduct a thorough theoretical study on the relevant aspects involved in business performance management and business intelligence, and to assess the relationship of business performance management and business intelligence within the South African natural resource' mining and manufacturing sector. The various processes of business performance management and business intelligence are discussed in the literature study. During the literature research several approaches to business performance management implementations and the pros and cons of business performance management are discussed. A broad look at business intelligence is done, with key focus on delivering of information. / Thesis (MBA)--North-West University, Potchefstroom Campus, 2012.

No business can effectively be managed without the proper management and information that reflects and creates the milieu it operates in. Business performance management creates the framework in which a structured approach can be followed in setting the scene for a predictive and controllable environment. Business intelligence creates the information structures; information relationships and a reflection of the value chain of the business. By combining the two methodologies it creates a total business solution that harmonises all aspects of value creation in an objective manner. The aim of this study is to conduct a thorough theoretical study on the relevant aspects involved in business performance management and business intelligence, and to assess the relationship of business performance management and business intelligence within the South African natural resource' mining and manufacturing sector. The various processes of business performance management and business intelligence are discussed in the literature study. During the literature research several approaches to business performance management implementations and the pros and cons of business performance management are discussed. A broad look at business intelligence is done, with key focus on delivering of information. / Thesis (MBA)--North-West University, Potchefstroom Campus, 2012.

Nowadays, corporations run their business on dynamic markets with really harsh competition. If they want to survive, they need to manage their business effectively and increase corporate performance. Management is today highly supported by information and communication technologies that develop and bring new solutions and technologies continuously. One of these new solutions is Corporate Performance Management based on Business Intelligence technologies that enables complex and integrated view of business performance and its management. This thesis is devoted to this new developing approach in IS/ICT. Readers will become familiar with its basic principles, advantages, particular components and process of implementation. After this more theoretical part, follows the practical issue - realization of this solution for an existing organization in order to get expected results and effects. The solution is designed for a company that provides consulting and software development in Business Intelligence technologies. According to the cycle of CPM, firstly, a Performance Management method is chosen, after that the corporate strategy and concrete KPIs as they enhance the goals and strategy achievement. Afterwards data sources are identified and optimized as needed. On these data sources, all the visualization tools for Performance management are developed. In this case we are talking about interactive scorecards and dashboards. After this phase, the solution is ready for the developers to create it in the concrete application. In this case the Microsoft Office PerformancePoint Server 2007.

Diplomová práce se zabývá problematikou strategického měření výkonnosti podniků. Konkrétně je zacílena na měření výkonnosti potravinářské firmy působící na trhu výroby a prodeje surovin pro pekaře, cukráře a gastronomii. Řeší především důležitost sledování výkonnosti podniku, ukazuje možné moderní koncepty měření výkonnosti, zabývá se metrikami a odhaluje podstatu multidimenzionálního přístupu. Za pomoci získaných teoretických znalostí je následně vytvořen model metrik potravinářské firmy. Pro ověření možností sledovat vybrané metriky vytvořeného modelu je použit nástroj Microsoft Analysis Services, který je jedním z typických představitelů systémů Business Intelligence. Diplomová práce má dva hlavní výstupy. Prvním je model metrik potravinářské firmy ve formě strategické mapy, druhým jsou grafické reporty sledující vybrané metriky v nástroji MS Excel.

This thesis addresses a new management approach - "Corporate Performance Management" (CPM). It sets forth the concept of this new approach as a business performance monitoring and strategic support tool, its assumptions, framework, components, relationship to business intelligence, and related methodologies. Particular focus is placed on "key performance indicators" (KPI), their characteristics, segmentation, methods for their selection, and implementation procedures. The theoretical part of this work is devoted to creating a methodology by which CPM can be effectively implemented on projects in the financial sector with an emphasis on the critical success factors of such a project as a whole. The primary elements of this methodology are the selection of the best possible metrics, the project's overall success and the development of efficient reporting. The practical part of this work initially introduces "Project KPI 2008", which ran in Komerční banka (Czech Commercial Bank), then pits it against the theoretical methodologies defined in the theoretical section. The entire project is then assessed based on the results of the comparison, and finally, conclusions and recommendations are made for the future of this project. The main asset of this thesis is its creation of the afore-mentioned management methodologies and the ideal, course to be taken in implementing a KPI-focused project. This work is valuable not only for investigating key performance indicators themselves, but also as an informative tool for managers who would like to acquaint themselves with or learn more about the CPM concepts in general.