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<br /> EXCELLE N CE<br /> I N<br /> LEA DERS H IP<br /> <br /> ISSUE 11 2009 £12<br /> EXCELLENCE IN LEADERSHIP<br /> Performance Management<br /> <br /> <br /> The right route<br /> Highways Agency CFO<br /> Stephen Dauncey on keeping<br /> a complex portfolio on track<br /> <br /> Perfect fit<br /> Sainsbury's group CFO<br /> DarrenShapland on integrating<br /> finance with operations<br /> <br /> P e r f o r m a n c e<br /> <br /> Plus:<br /> McKinsey explain why BI can be<br /> a vital investment in a downturn<br /> Microsoft's UK FD balances<br /> performance objectives<br /> <br /> M a n a g e m e n t<br /> ISSUE 11 2009ISSUE 11 2009 ??12<br /> EXCELLENCE IN LEADERSHIP<br /> Performance Management<br /> The right route<br /> Highways A
EXCELLE N CEI NLEA DERS H IPISSUE 11 2009 £12
EXCELLE N CEI NLEA DERS H IPISSUE 11 2009 £12
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Company insight3Foreword EPXerCfEoLrLmEaNnCcEe
Company insight3Foreword EPXerCfEoLrLmEaNnCcEe
Contents EPXerCfoErLmLEaNncCeEMINanLaEgAeDmEeRnSt
Contents EPXerCfoErLmLEaNncCeEMINanLaEgAeDmEeRnSt
EXCELLENCE IN LEADERSHIPPerformance Management
EXCELLENCE IN LEADERSHIPPerformance Management
6Head
6Head
VitalHsteatds
VitalHsteatds
8 Performance measuresValue
8 Performance measuresValue
Performance measures9is generally viewed as
Performance measures9is generally viewed as
10
10
Performance measures
Performance measures
12
12
Performance measures
Performance measures
14
14
The purpose of the value propositionstage is to
The purpose of the value propositionstage is to
16
16
Managing the performance of a megaproject
Managing the performance of a megaproject
18
18
Company insight
Company insight
20
20
Programme and project management
Programme and project management
22
22
Programme and project management
Programme and project management
24 Performance management and the credi
24 Performance management and the credi
Performance management and the credit crunch
Performance management and the credit crunch
26
26
Performance management and the credit crunch
Performance management and the credit crunch
28
28
Performance and scorecards
Performance and scorecards
30
30
CI/WAMAST7ROHVQIMA MastercoursesThe catalyst t
CI/WAMAST7ROHVQIMA MastercoursesThe catalyst t
NEW ZEALAND-A BETTER PLACETO DO BUSINESSAT THE
NEW ZEALAND-A BETTER PLACETO DO BUSINESSAT THE
In fact, the 2009 Forbes Magazine Best Countries
In fact, the 2009 Forbes Magazine Best Countries
34
34
Business intelligence
Business intelligence
36
36
and courage – but there are opportunitiesin the
and courage – but there are opportunitiesin the
38
38
become a major global market.Thecompany generate
become a major global market.Thecompany generate
40
40
ThyssenKrupp in ChinaThe world's only commercial
ThyssenKrupp in ChinaThe world's only commercial
`Recipesforsuccessof executivesandcorporationsch
`Recipesforsuccessof executivesandcorporationsch
Company insight
Company insight
44
44
up from $5.6 billion in 2006. WithBI, banks can
up from $5.6 billion in 2006. WithBI, banks can
46
46
Budgeting, planning and forecasting
Budgeting, planning and forecasting
48
48
Budgeting, planning and forecasting
Budgeting, planning and forecasting
50
50
52
52
Performance and business transformation
Performance and business transformation
54
54
CEO:hkf L<ro_rr\??? c<no?r**??.* forgettHc str
CEO:hkf L<ro_rr\??? c<no?r**??.* forgettHc str
56
56
management officer who acted as theoverall coordi
management officer who acted as theoverall coordi
58
58
Apply or renew your FREE subscription to FDE att
Apply or renew your FREE subscription to FDE att
60
60
Specialisation, and the consequentdependence on
Specialisation, and the consequentdependence on
62
62
Involvement of other parties:8.4%in strategic
Involvement of other parties:8.4%in strategic
64
64
occasions inorder to protect the businessfromris
occasions inorder to protect the businessfromris
66
66
Certificate inIslamic FinanceIslamic Finance is
Certificate inIslamic FinanceIslamic Finance is
68
68
and opportunity rather than economicslowdown. Fo
and opportunity rather than economicslowdown. Fo
70
70
Company insight
Company insight
72 Lifelong learningThe learning cu
72 Lifelong learningThe learning cu
Lifelong learning
Lifelong learning
74 Lifelong learningachieve a high
74 Lifelong learningachieve a high
the needs of today's top executives,but also to
the needs of today's top executives,but also to
76 M&A and restructuringTake the long
76 M&A and restructuringTake the long
due diligence will miss. You might find moreprobl
due diligence will miss. You might find moreprobl
78 M&A and restructuringFrom the cu
78 M&A and restructuringFrom the cu
The manager is interimHie benefits are permanent
The manager is interimHie benefits are permanent
80
80
Head
Head
Directory 82 HeadCIMA would like to
Directory 82 HeadCIMA would like to
guiding you throughIN A CHALLENGING ENVRONNBft R
guiding you throughIN A CHALLENGING ENVRONNBft R