One of the mysteries that I have pondered is why organizations are so slow to adopt performance management solutions. Why is the application of strategy maps to define an organization's strategic objectives to determine key initiatives, core processes and performance measures so gradual? Why do CFOs tolerate broad-brushed indirect expense allocations without cause-and-effect relationships that block visibility and accuracy of how expenses are consumed rather than use activity-based cost management (ABC/M) techniques? Why do managers not more fully deploy the power of robust analytics such as statistical forecasting, pattern recognition and customer segmentation?
Several years ago, I speculated that the impediment was that software tools were not sufficiently powerful or scalable to meet the needs of larger organizations with thousands of products and tens of thousands of customers. But software vendors now offer very robust tools that meet these needs.
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