Operational Excellence? Not good enough. Read about this exclusive survey of CIOs and CFOs from IDG Research Services to learn why both camps say Management Excellence - enabled by Enterprise Performance Management - is the key to competitive advantage.

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In performance management, consistency is king. The simple sounding steps - identify and focus on value drivers, and align the organization to drive results - beg the question: What's the best performance management framework? In this exclusive white paper from Oracle, read how Oracle's Strategy-to-Success management framework provides that critical framework context.

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Evolve to thrive: from operational to management excellence, successful companies are connecting disparate management strategies to align performance networks, not just transactional activities. Read how Oracle's Strategy-to-Success framework can guide you on your evolutionary journey to Management Excellence.

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Being smart, agile and aligned are not characteristics of operational excellence, but define what we call management excellence. Management makes the difference, and enterprise performance management (EPM) should be the enabler. Unfortunately, a recent global study from Cranfield School of Management found that organizations are too internally focused and did not use sufficient external information or benchmarking. A better understanding of management processes is needed. That is why we introduced our view on the management process: strategy-to-success. Read this whitepaper to learn more.

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In 2007 Oracle worked with Cranfield School of Management and four other Universities around the world on a global study of enterprise performance management. The study gathered data from 633 companies in Australia, China, Japan, UK and the USA. The results show that 15 years after "The Performance Measurement Manifesto" was published by the Harvard Business Review, companies continue to redesign how they measure their business performance. We would argue that many are struggling to capitalize on the full value of enterprise performance management. Read this whitepaper to learn more.

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Following on the heels of corporate scandals at Enron, WorldCom, Parmalat, Livedoor, and others, global investors are demanding stricter corporate governance and compliance requirements for publicly held companies. Not only are reporting requirements increasing to meet this demand, but accounting standards are changing as well - the goal being transparency beyond the basic economics to better understand how businesses operate and perform. Finance and accounting executives must understand, adapt to, and manage the costs associated with these changes: and doing so opens an opportunity to leverage this shift to better position their companies in the eyes of the investment community. Read this whitepaper to learn more about the issues, new principles, and technologies underlying these new requirements.

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To compete successfully today, companies need to look beyond operating efficiencies to improving their processes for managing performance. Many companies have invested heavily in performance management technology, but have placed less emphasis on performance management processes. Our survey of senior finance and IT executives reveals that companies that have adopted clearly defined, well-structured, repeatable processes for strategy setting, business planning, and decision making are more able to make well-informed and timely decisions in response to internal and external changes, among other business benefits.

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Operational Excellence is not the competitive differentiator it once was. Companies that automate and integrate key management processes and connect management processes to operational processes can ride Management Excellence to enable agility, alignment and efficiency.

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Jeff Epstein, CFO of Oracle Corporation, discusses the business benefits of using structured processes for managing performance. He also shares his experience with automating processes that typically have not been automated, and his advice on how to measure the effectiveness of management excellence efforts.

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