The Performance Manager continues an exploration that began more than ten years ago with the publication of The Multidimensional Manager. Both books examine the partnership between decision-makers in companies worldwide and the people who provide them with better information to drive better decisions.
More than a decade ago, the focus was on understanding an exciting new transformational trend— companies were becoming more customer- and profit-centric. What drove that trend? Companies were relying more and more on information assets such as business intelligence.
Today, that focus has become even sharper and more important. Global competition and interconnected global supply chains have further intensified downward pressures on cost. Technology and the Internet have transformed the knowledge economy from the equivalent of a specialty store into a 24 / 7/ 365 big-box retailer. Vast amounts of content are accessible anytime, anywhere.
Today, companies are expected to have a depth of insight into their customers’ needs unheard of ten years ago. And yet market uncertainty is greater than ever. The pace of rapid change does not allow for many second chances. In other words, if being customer- and profit-centric was important then, it is critical now.
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