Not surprisingly, most commercial enterprises, organizations and governments already have most, if not all, of the elements and resources necessary to implement Enterprise Performance Management (EPM), and make it work.

The challenge is that their priorities are in conflict, their processes are deeply dis-integrated, and their enabling technologies are terribly fragmented, if they even exist.

To use a relevant metaphor, when you own all of the parts to a jet, technically speaking you own a jet, but it isn’t transportation until it is assembled, and fueled, until you staff a competent crew, and until you have a runway: it won’t take you anywhere. Air traffic control would be good, too.

While organizations have traditionally focused on the rigor, consistency and universality of the processes, procedures and technologies of Financial Resource Management (accounting, et. al.), and have been doing so with varying degrees of success since the mid-1990’s in Customer Relationship Management, Enterprise Performance Management is in fact the fundamental enabler of these other macro-disciplines.

Implementing EPM thus becomes the critical foundation for overall, sustained organizational performance improvement and success. 

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