{"product_id":"the-strategy-gap-isbn-9781119090823","title":"The Strategy Gap","description":"With shortened business cycles, increased competition, and rapidly changing technologies, companies need to be more nimble than ever. They must narrow the gap between strategy formulation and operation execution to guarantee success. \u003ci\u003eThe Strategy Gap\u003c\/i\u003e will provide a framework that senior financial managers can use to ensure that their strategies are implemented successfully and that their corporations remain competitive. Filled with informative case studies and best practices for optimum financial processes, this valuable resource will help managers leverage information technology to successfully implement corporate strategies. This book also shows managers how to eliminate surprises in poorly managed or unforeseen activities, while applying new approaches to financial management for faster and more accurate business modeling. Expert advice from those who have used these strategies clearly explains how to integrate planning, budgeting, consolidation, and reporting into one cohesive management system.· Bietet einen Planungsansatz für die optimale Nutzung der Informationstechnologie zur erfolgreichen Umsetzung der Unternehmensstrategie\u003cbr\u003e · Zeigt, wie man Überraschungen bei unvorhergesehenen oder schlecht gemanagten Aktivitäten vermeiden kann\u003cbr\u003e · Erklärt, warum Topmanager ihren Ansatz im Finanzmanagement ändern sollten, um ihr Unternehmen schneller und präziser modellieren zu können\u003cbr\u003e · Fallstudien veranschaulichen \"Best Practices\", die zur erfolgreichen Optimierung von Finanzprozessen führten\u003cbr\u003e \u003cp\u003eForeword xi\u003c\/p\u003e \u003cp\u003ePreface xiii\u003c\/p\u003e \u003cp\u003eAcknowledgments xv\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1 Strategy Gap 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhat Gap? 1\u003c\/p\u003e \u003cp\u003eFailure of Strategic Plans 3\u003c\/p\u003e \u003cp\u003eManagement-Induced Gaps 5\u003c\/p\u003e \u003cp\u003eProcess-Induced Gaps 7\u003c\/p\u003e \u003cp\u003eTechnology System-Induced Gaps 13\u003c\/p\u003e \u003cp\u003eRole of the Chief Financial Officer 19\u003c\/p\u003e \u003cp\u003eCorporate Performance Management 20\u003c\/p\u003e \u003cp\u003eSummary 23\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2 Strategy in the Next Economy 25\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eStrategy Challenge 25\u003c\/p\u003e \u003cp\u003eBusiness as Unusual 26\u003c\/p\u003e \u003cp\u003eChange and Uncertainty 27\u003c\/p\u003e \u003cp\u003eStrategy Defined 30\u003c\/p\u003e \u003cp\u003eStrategy Management 33\u003c\/p\u003e \u003cp\u003eIntegrating Top-down and Bottom-up Strategic Management 34\u003c\/p\u003e \u003cp\u003eDiscontinuities 37\u003c\/p\u003e \u003cp\u003eSummary 40\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3 Corporate Performance Management Processes 43\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eEvent-Driven Approach 43\u003c\/p\u003e \u003cp\u003eKey CPM Processes 44\u003c\/p\u003e \u003cp\u003eSummary 62\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4 Measurement and Methodologies 64\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDoes Measurement Make a Difference? 64\u003c\/p\u003e \u003cp\u003eState of the Measurement Art 67\u003c\/p\u003e \u003cp\u003eEffective Performance Measurement 71\u003c\/p\u003e \u003cp\u003ePerformance Measurement Methodologies 73\u003c\/p\u003e \u003cp\u003eSummary 85\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5 Corporate Performance Management Systems 88\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eImpact of Technology on the Finance Function 88\u003c\/p\u003e \u003cp\u003eCharacteristics of CPM Systems 93\u003c\/p\u003e \u003cp\u003eArchitecture of a CPM System 96\u003c\/p\u003e \u003cp\u003eCPM Data Tier 100\u003c\/p\u003e \u003cp\u003eCPM Application Tier 111\u003c\/p\u003e \u003cp\u003eCPM Client Tier 112\u003c\/p\u003e \u003cp\u003eSummary 121\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6 Corporate Performance Management at Work 122\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eEarly Adopter Approach 122\u003c\/p\u003e \u003cp\u003eSummary 137\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7 Getting Started 139\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eOne Piece at a Time 139\u003c\/p\u003e \u003cp\u003eChoosing the Right Team 140\u003c\/p\u003e \u003cp\u003eBuilding a CPM Road Map 142\u003c\/p\u003e \u003cp\u003eCalculating Return on Investment 152\u003c\/p\u003e \u003cp\u003eSummary 160\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8 Designing a Corporate Performance Management Solution 162\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDesign Framework 162\u003c\/p\u003e \u003cp\u003eCPM Data Model 163\u003c\/p\u003e \u003cp\u003eUser Interface 168\u003c\/p\u003e \u003cp\u003eReports and Analyses 174\u003c\/p\u003e \u003cp\u003eSummary 182\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9 Implementing a Corporate Performance Management Solution 184\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eKnowledge and Choices 184\u003c\/p\u003e \u003cp\u003eProject Planning 185\u003c\/p\u003e \u003cp\u003eBuild or Buy? 188\u003c\/p\u003e \u003cp\u003eSelecting a CPM Package 192\u003c\/p\u003e \u003cp\u003eControlling the Implementation 198\u003c\/p\u003e \u003cp\u003eSummary 206\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 10 What Lies Ahead 207\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCommunicating Value 207\u003c\/p\u003e \u003cp\u003eConnected World 210\u003c\/p\u003e \u003cp\u003eClosing the Gap between Finance and Information Technology 213\u003c\/p\u003e \u003cp\u003eSummary 214\u003c\/p\u003e \u003cp\u003ewww.wiley.com\/go\/strategygap (password: Strategy)\u003c\/p\u003e \u003cp\u003eAppendix A CPM Process Review Template\u003c\/p\u003e \u003cp\u003eAppendix B Strategy into CPM Data Model Template\u003c\/p\u003e \u003cp\u003eAppendix C CPM Project Scope Template\u003c\/p\u003e \u003cp\u003eAppendix D Software Evaluation Checklist\u003c\/p\u003e \u003cp\u003eAppendix E Sample Implementation Project Plan\u003c\/p\u003e \u003cp\u003eAppendix F CPM Vendor Proposal Template\u003c\/p\u003e \u003cp\u003eAppendix G Software Vendor Scorecard Template\u003c\/p\u003e \u003cp\u003eIndex 217\u003c\/p\u003e \u003cb\u003eMICHAEL COVENEY\u003c\/b\u003e is Senior Director of Strategy Management for Comshare, Incorporated, a leading provider of software to help companies implement and execute strategy. \u003cp\u003e\u003cb\u003eDENNIS GANSTER\u003c\/b\u003e is Chairman, President, and CEO of Comshare.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eBRIAN HARTLEN\u003c\/b\u003e is Senior Vice President of Marketing for Comshare.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eDAVE KING\u003c\/b\u003e, PhD, is Senior Vice President of Product Development as well as Chief Technology Officer for Comshare.\u003c\/p\u003e \u003cb\u003ePraise for \u003ci\u003eThe Strategy Gap\u003c\/i\u003e\u003c\/b\u003e \u003cp\u003e\"With a better handle on the financial pulse of the business, enterprises will be better able to meet the Street's expectations of financial transparency and corporate accountability. The writers do a masterful job of getting readers to this point of awareness, and further display their insight by explaining how corporate performance management (CPM) and finance are essentially ‘joined at the hip’ in concept and execution. This interdependence must be embodied in methodology and technology for CPM to work. Chapter ten (What Lies Ahead) is a must-read for C-level executives–and their IT counterparts–that want to quickly catch up on some of the new technologies shaping CPM and finance.\"\u003cbr\u003e—\u003cb\u003eAlan Y. C. Yong\u003c\/b\u003e, Director, Financial Analytics, Aberdeen Group\u003c\/p\u003e \u003cp\u003e\"This book is a must-read for all students of business, from college students to CEOs. The authors have an uncanny ability to create excitement on topics that have been a part of business vocabulary for a long time. Without doubt, this book will also affect the thinking of software innovators who see opportunities for a new generation of software to support the book’s concepts and theories.\"\u003cbr\u003e—\u003cb\u003eDr. G. R. Wagner\u003c\/b\u003e, Distinguished Professor, Peter Kiewit Institute, University of Nebraska\u003c\/p\u003e \u003cp\u003e\"\u003ci\u003eThe Strategy Gap\u003c\/i\u003e provides a pragmatic insight into where the barriers to execution of a corporate strategy are. Backed by excellent examples, we're shown not just 'here's what you should do' but also 'here's how to do it.' The book helps make the black art of turning strategy into tactics a clearer process that is more accessible to those who need it. The Strategy Gap is almost a handbook of how to take strategic decisions and support their execution with the help of information technology.\"\u003cbr\u003e—\u003cb\u003eRick Crandall\u003c\/b\u003e, Chairman, Giga Information Group\u003c\/p\u003e \u003cp\u003e\"This book authoritatively describes the disconnect between many companies' strategic planning efforts and the successful implementation of the plans. It combines academic rigor and practical 'how to.' It brings strategists' and technologists' knowledge together in a very insightful, readable, and useful book.\"\u003cbr\u003e—\u003cb\u003eHugh Watson\u003c\/b\u003e, C. Herman and Mary Virginia Terry Chair of Business Administration, Terry College of Business, University of Georgia\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47990347923685,"sku":"NP9781119090823","price":40.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781119090823.jpg?v=1761787457","url":"https:\/\/k12savings.com\/es\/products\/the-strategy-gap-isbn-9781119090823","provider":"K12savings","version":"1.0","type":"link"}