In the last two installments in this series, I explored the topic of corporate performance management (CPM), defining the term and decomposing CPM into its constituent parts, according to the managerial requirements those components fulfill. I used Figure 1 to visually depict the types of human assistance the CPM system provides, along at least three axes: assistance with respect to performance-related factors over which management has varying levels of control; assistance with factors which may be leading, current or trailing in terms of what they indicate; and assistance that may range from merely providing insight into those factors, to facilitating organizational collaboration and workflow around them, to taking fully automated action on management's behalf.In this installment, I'll address the question of how to go about assembling those components into a total CPM solution. But before I proceed, an important disclaimer: There is, to be sure, no such thing as a universal, one-size-fits-all approach that applies equally to all companies in all industries. Establishing or promoting such is not the aim of this column. Rather, we will explore some broad criteria, by which individual practitioners can apply their own rationale to parse out the issues relative to their environments and determine the approach that is best suited to their organization.
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