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Integrated Performance Management

Turning mountains of data into nuggets of insight


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Good decisions require good information. Integrated Performance Management (IPM) can provide decision-makers with the information they need – a single version of the truth that is timely, accurate, readily accessible and relevant to the decisions they face – along with the confidence and transparency they desire.

An integrated approach to reporting and performance management requires a broad business perspective – not just slamming in another software package. Deloitte has access to in-depth experience across the entire business spectrum, from finance and accounting to strategy, operations, technology and risk management. Read more about Integrated Performance Management. Learn more about the offering.

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Insights that matter

Companies today are drowning in data that is not necessarily relevant to the decisions that must be made. And all too often, different data sources produce conflicting results, so decision-makers don’t know which numbers to believe. For example, one company we know was trying to manage its business by generating 20,000 unique reports a month -- many of which were in direct conflict. Another company we know was strategically focused on customer loyalty and lifetime value, yet its key performance measures all revolved around sales volume. No wonder the company’s actions didn’t support its strategy.

Companies can alleviate conflicts and gain confidence in their data with an effective integrated performance management strategy that gives decision-makers easy access to the information they require – supported by processes and systems that help ensure the underlying data is consistent and reliable.

How we can help

An integrated approach to reporting and performance management requires a broad business perspective – not just slamming in another software package. Deloitte has access to in-depth experience across the entire business spectrum, from finance and accounting to strategy, operations, technology and risk management. Key services support the following activities:

  • Reporting strategy
  • Definition of key performance indicators
  • Consolidation and external reporting
  • Planning, budgeting and forecasting
  • Management reporting and analysis

Bottom-line benefits

Effective integrated performance management can help an organization in its efforts to:

  • Improve decision-making
  • Provide information that is more accurate, timely and transparent
  • Maintain One version of the truth
  • Increase efficiency and reduce manual effort, with fewer systems and paper reports
  • Improve organizational alignment and risk management
  • Establish a stronger link between performance and strategy

Four ways to get more value now

Through our work with some of the world’s leading companies, we have developed insights that we believe can help organizations in their efforts to get more value from their performance management activities. Consider these lessons learned:

Start at the end. Identify the decisions that need to be made and then work backward to determine exactly what data must be collected – and how it should be organized – in order to support those decisions.

Do fewer things better. Instead of wasting time and resources generating reams of data about everything under the sun, focus on delivering high-quality information around a handful of measures that drive the behaviors desired by executive leadership.

Build a solid foundation. Producing reliable insights from shaky data is impossible. After identifying the information that really matters, invest the time and effort necessary to make it rock solid. Then establish strong governance mechanisms to keep it that way.

Recognize that “best practices” may not be best for you. Many groups claim to provide best practices for IPM and related activities such as budgeting and planning. However, we have found that when it comes to IPM, one size does not fit all. Defining and deploying an effective IPM strategy requires a deep understanding of your industry, business model, management style and company culture. Not a cookie-cutter approach.

Integrated Performance Management in action

  • Adopting IPM helped a Fortune 50 manufacturer complete a massive reorganization in only two months. Company executives acknowledge that without IPM, the task would have taken years – or been impossible.
  • Implementing a driver-based planning model enabled a subscription-based technology company to better understand its revenue and cost drivers and to significantly streamline its budgeting process through a rolling forecast approach. The CFO was able to talk more easily to the analyst community about subscriber projections and metrics, such as revenue per unit and subscriber acquisition costs.

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