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Effective Enterprise Performance Management Page 6 Drivers for EPM In an environment where business applications and platforms continue to drive "big data," the struggle to meet business objectives by leveraging only the "critical layer" of information becomes quite prominent. The concept of: setting the right goals, measuring progress against these goals, and improving future performance towards these goals, can become more disconnected and less formal on an executive’s agenda. What the modern executive should realize, in light of an increasingly data-centric environment, is that the lack of information prioritization could send an organization into a downward spiral in terms of planning, execution, and outcome. In the April 2010 Aberdeen Business Review study, organizations, in various revenue sizes, remain focused on profitability and business sustainability through the economic downturn, with small companies obviously struggling to establish their own identity and brand equity (Figure 1). Figure 1: Top Business Goals for 2010 for Various-Sized Businesses Percentage of Respondents, n = 1786 60% 50% 40% 30% 20% 10% 0% 51% 50% Large Midsize Small 36% 35% 35% 27% 27% 15% 16% 14% 15% 19% Profitability growth Improve brand awareness Increase market share Sustain business growth Source: Aberdeen Group, April 2010 © 2012 Aberdeen Group. Telephone: 617 854 5200 www.aberdeen.com Fax: 617 723 7897
Effective Enterprise Performance Management Page 7 This study discusses information management in EPM from two standpoints: financial and operational. Together, these segments cover spending management, profitability and cost management, financial reporting, corporate planning and consolidation, and strategy management. Feedback from industry executives was collected to determine which strategies and capabilities are used by the top-performing organizations to achieve success in EPM. Figure 2 looks at the top concerns that prompt executives to implement business performance management. Figure 2: Pressures Driving the Adoption of EPM All respondents Growing costs that impact profitability Budgets are misaligned with business objectives 34% 36% Lack of organizational accountability 32% Decision-cycle times are too long 24% 0% 5% 10% 15% 20% 25% 30% 35% 40% Percentage of Respondents, n = 159 Source: Aberdeen Group, March 2012 © 2012 Aberdeen Group. Telephone: 617 854 5200 www.aberdeen.com Fax: 617 723 7897
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