• Make more profitable decisions that are supported by appropriate metrics
• Increase profits by identifying non-value add activities
• Learn to identify the key levers that drive your company’s valuation
• Create shareholder value by aligning your performance measurements and rewards with business objectives
• Avoid common obstacles to implementing metrics and incentives
• Improve financial data by learning how Generally Accepted Accounting Principles (GAAP) provide misleading information

Critical Factors in Implementing Effective Performance Metrics

• How actual business performance and the measurement of performance are related
• How measurement drives behavior
• How data integrity can impact measurements
• How the speed of technology change impacts performance metrics
• How performance measurements often drive undesirable behavior and damaging decisions
• How the drop in loyalty (company and employee) is driving a contractor mentality
• How performance is measured across functional boundaries
• How to define aggregate, functional, process, and operational performance measurements

Aligning Performance Metrics Throughout the Organization

• Principles of business performance measurements that work
• What happens when measurements are not properly aligned up and down the organization 
• What happens when measurements are not aligned across the organization
• What happens when there are technical, organizational, and cultural impediments to alignment

Driving Corporate Economic Performance: Measures for Executive Leadership

• Characterizing economic measurement formulas and determining when to appropriately use them
• Using new measurements to discover new performance leverage points
• Understanding the difference between economic profit measures and conventional profit measures
• How Generally Accepted Accounting Principles (GAAP) can result in misleading perceptions of performance
• Adjustments required to calculate economic profits and eliminate cost distortions
• Connecting economic profit measurements to strategy formulation
• Connecting economic profits to tactical plans and measurements

On-Line Demonstration: How to determine the appropriate aggregate performance measurement to shape desired behaviors. This section includes a business goal setting and goal testing demonstration.

Driving Functional Business Performance: Measurements for the Leadership Team and Critical Support Team …the Executive Dashboard

• Developing a purpose for an executive dashboard 
• Constructing executive dashboard basic rules
• Determining the dashboard ‘gauges’
• Determining each gauge’s priority and relative value
• Determining expected performance for each gauge
• Developing routine methods for gathering and reporting information
• Making adjustments to eliminate cost distortions at the functional level
• Linking functional measurements back to economic profits

Driving Operational Performance: Measurements for the Technical Team and Critical Support Team

• Identifying non-value adding activities
• Accurately costing activities
• Adjustments required to eliminate cost distortions at the activity center level
• Eliminating cost distortions normally associated with traditional financial allocations
• Costing with an activity based costing (ABC) approach
• Examples of operational measurements 
• Linking operational performance to the functional dashboard
• Linking operational performance to economic profits

On-Line Demonstrations: How employees can use operational measurements to self-identify, self-prioritize, and remove waste within their span of influence.

Driving Process Performance Improvement

• Identifying core business processes
• Identifying non-value adding required activities within core business processes
• Costing processes accurately
• Examples of process measurements
• Linking process performance to the operational dashboard
• Linking process performance to the functional dashboard
• Linking operational performance to economic profits

Overcoming Implementation Obstacles and Challenges

• Why there is so much resistance to changing performance measurements
• Technical, organizational, and cultural implementation obstacles
• GAAP (and accounting anomalies) versus the ‘new books’
• Keeping measurements aligned
• Aligning existing reward systems with new measurements
• Institutionalizing the use of the new measurements
• Understanding disclosure and compliance requirements

Using Incentive Compensation to Accelerate Performance

• Getting employees to act like owners
• Moving towards leveraged pay at all levels
• Implications of the ‘contractor mentality’
• Using tools to tie performance metrics to compensation policy
• Assessing the importance of evaluation instruments
• Compensating top leaders
• Compensating functional leaders and employees
• Cautions about changing compensation systems