Performance Dashboards and Analysis for Value Creation: How to Create Shareholder Value (Wiley Finance Book 376)

All vehicles have dashboards and those manufactured in recent years have dashboards with gauges which measure more than engine temperature, miles driven, available fuel, etc. Those within the dashboard in my wife's Honda Pilot, for example, measure tire pressure, the temperature outside, and the current percentage of oil efficiency. It also has a built-in compass. I thought about all this as I recently read Wayne Eckerson's Performance Dashboards and Jack Alexander's Performance Dashboards and Analysis for Value Creation. If viewed as vehicles, all organizations need means by which to measure, accurately, performance at all levels and in all areas of operation. Burn rate is analogous with consumption of fuel, as are the costs of replacing customers and valued employees analogous with the costs of repairs necessitated by neglect of scheduled (preventive) vehicle maintenance. Comparisons can also be made in terms of alignment and torque. The performance of organizations as well as of vehicles can be measured accurately; only then is it possible to minimize or, better yet, eliminate waste of available resources.In Performance Dashboards and Analysis for Value Creation, Alexander does a brilliant job of introducing and then explaining what he calls the "Value Performance Framework" (VPF) which will enable those who execute it effectively to link and then drive both performance and value. Within his crisp and eloquent narrative, he focuses on performance dashboards and Excel models which are included in a companion CD-ROM. They are identified in the book with a CD-RM logo. As Alexander explains, the dashboards and spreadsheets are intended as working examples for use after appropriate modification to each reader's own circumstances (i.e. resources, needs, and objectives). I hasten to add that the VPF can be of substantial value to any organization, whatever its size and nature may be.After discussing "the single greatest challenge in creating an effective measurement system" in Chapter 1, Alexander carefully organizes his material as follows:Part One (Chapters 2-4): Creating Context and Covering the BasicsExcerpt: "Typically, more can be learned by understanding why firms differ on key [valuation] measures than by selecting a peer group that shares common characteristics. A much richer picture is framed by comparing [and contrasting] your firm to market averages and several best-practice companies in addition to a peer group. Further, the use of a broad set of [valuation] measures, with appropriate benchmarks, would help to avoid the level of valuation errors that were made in the recent stock market bubble." (Page 58)Part Two (Chapters 5-10): Linking Performance and ValueExcerpt: "There are hundreds of potential measures to choose from to measure different aspects of operating effectiveness. Great care must be exercised in selecting the measures that are most appropriate to a firm at a specific point in time. The performance dashboards must reflect key business priorities. The measures should be evaluated periodically and revised to reflect ever-changing priorities and conditions. It is also critical to provide balance to ensure that a focus on efficiency is not achieved at the expense of quality, customer satisfaction, or growth." (Page 142)Part Three (Chapters 11-13): Driving Performance and ValueExcerpt: "The single most important factor for achieving success with a [Performance Measurement Framework] is to create context for the measurement system. This is achieved by creating linkage among strategy, performance management, process and quality initiatives, financial performance, and shareholder value. It is also critical to integrate and link operating measures to financial measures and then to shareholder value measures. The time spent in establishing this linkage will improve understanding and ultimately the effectiveness of the framework." (Page 232)Those who share my high regard for this brilliant book are urged to check out the aforementioned Performance Dashboards written by Wayne Eckerson as well as Joseph Bower and Clark Gilbert's From Resource Allocation to Strategy, Jeanne Ross's Enterprise Architecture as Strategy, Henry Chesbrough's Open Business Models, Dean Spitzer's Transforming Performance Measurement, and Ram Charan's Know-How.

This book was written for individuals at all levels of the enterprise to show conceptual links between operating performance, financial measures, and shareholder value; and show how dashboards can be built to effectively track performance and manage the enterprise. The book is clearly written, uses clear examples and is written with an academic and systematic style."Performance Dashboards" has three parts which I will call introduction to finance, value driver dashboards, and practical matters. The intro to finance section summarizes the fundamentals of finance and valuation concepts for those without a financial background so they can follow parts two and three. The value driver dashboard section devotes a chapter to breaking down each of the drivers of shareholder value and showing how metric dashboards can be created to manage the drivers. The practical matters section discusses some of the issues that come along with introducing a new tool to an organization and how to make sure to be successful. The book also comes with a CD-ROM that is full of spreadsheets (dashboards) that were used as examples throughout the text.The only criticism that I have of the book is that it is largely focused on metrics for businesses that produce physical products (or goods) and it would have been nice to see a chapter devoted metrics and dashboards for businesses that produce service products. With this said, the high-level business metrics are there and maybe it felt that managers of service companies should be able to drill down another level to create the dashboards and metrics that make the most sense for their particular business.In Summary, "Performance Dashboards and Analysis for Value Creation" is a great book for individuals at all levels of the enterprise who want to see how the multitude of business metrics fit together and can be use to drive shareholder value.

Public Company CFO - I have made this a must read for each of my direct reports. This book takes what many have made overly complex and turns it into a real tool to use within the company in driving improved performance. Logically outlines the concepts in terms that are easily understood by both finance and non finance managers. The use of detailed examples, defining key terms and providing working/tailorable templates enables the reader to accelerate real value creation. For a public company it is a valuable enabler for the finance team and it allows functional managers to see the connections between their actions and building value for our shareholders

I've used this book repeatedly since I purchased it a couple of months ago. It is both an excellent reference source and, more importantly, a mechanism for action for all managers that contribute to a company's performance.The dashboard concept provides easily understood and asimilated performance data for every level of management. The book provides a step by step approach that if implemented corporate wide, must increase awareness and forms the platform for sustained value creation.The spreadsheet examples on the attached disk are easy to customize to your own situation and take all the pain out of getting started.

I have 20+ years experience as a CPA and CFO, and found this book to be compelling, comprehensive and very easy to read.Business drivers and concepts are discussed with great substance - every angle seems to be covered - this book is wide and deep. Ideas, insights and examples ring true page after page. And best of all, Mr. Alexander has a very easy-to-read writing style that makes the most complex topics easier to comprehend.If you are a manager who wants to increase profits, increase efficiencies and/or build a high performance culture, I highly recommend this book.