Gary Cokins Motivational Speaker from Cary, NC

Gary Cokins' presentations clarify the confusion and lack of consensus as to what enterprise and corporate performance management (EPM/CPM) is and does. He views EPM/CPM as the seamless integration of prominent managerial improvement methods that have interdependencies. Further, each method should be imbedded with business analytics designed to make better decisions. This view is customer-centric. The only value a company will ever create for its shareholders and owners is the value that comes from its customers – the current ones and the new ones acquired in the future. EPM/CPM methods that will be described are: * strategy execution with a strategy map and its companion strategic balanced scorecard (KPIs) and operational dashboards (PIs); * planning (FP&A) with driver-based budgets and rolling financial forecasts; * product / service / channel / customer profitability analysis (using activity-based costing [ABC] principles); * customer lifetime value (CLV); * lean and Six Sigma quality management for operational improvement; * Supply chain management with “value stream analysis” * resource capacity planning; * enterprise risk management (ERM); and * business intelligence (BI) and business analytics (enablers, not methods) His presentation describes how to complete the full vision of analytics-based EPM/CPM. Value to audiences: Audiences will leave with a “big picture” view of how its processes, systems, improvement methods, and business practices all fit together – integration. Two major takeaways will be (1) to understand how to close with wide gaps between the CFO's financial information with the functions of marketing and sales and with operations; and (2) how to align the work and priorities of managers and employees with the strategy using performance measures and incentives. Audiences will learn EPM/CPM implementation techniques that are fast (e.g., rapid prototyping) and lead in weeks, not months, to “speed to results.” Learning points * How strategy maps and their companion balanced scorecards communicate strategic objectives with target-setting to help cross-functional employee teams align their behavior to the strategy and better collaborate. * Why measures of channel and customer profitability and customer value are now superceding profit and service-line measures – and shifting from product to customer-focused organizations including future potential value – customer lifetime value. * How activity-based cost management (ABC/M) provides not only accurately traced calculated costs (relative to arbitrary broad-averaged cost allocations), but more importantly provides cost transparency back to the work processes and consumed resources, and to what drivers cause work activities. * Reforming the broken annual budgeting process with performance based budgeting that links strategy to operations and is process volume sensitive rather than simply incremental at each cost center. * Why business analytics, with emphasis on predictive analytics and pro-active decision making, is becoming a competitive advantage differentiator and an enabler for trade-off analysis. * How to integrate performance measurement scorecards and ABC/M data with: o Strategy formulation and management. o Process-based thinking and operational productivity improvement. o Channel/customer profitability and value analysis for CRM. o Supply chain management. o Quality and lean management (Six Sigma, cost of quality).