Despite extensive planning, few performance management methodology implementations ever go smoothly. Here are surefire strategies to help you avoid implementation hiccups.

It has been almost a year since we last caught up with UPS CFO Kurt Kuehn and asked him to reflect on the remarkable challenges and opportunities that the recession has brought forth. Twelve months later, Kuehn has plenty to say concerning his organization’s new “ultimate flexible budget” and its “zero-based” tolerance for extra cost.

BPM expert Gary Cokins covers this important question in his latest Strategy Management blog post, including an explanation of why bad costing happens so you can prevent it before you're forced to make the decision of going with inaccurate numbers or your gut.

In a recent phone interview with Business Finance's Jack Sweeney, David Walker, the former comptroller general of the U.S., shared his to-do list on healthcare reforms. One of the most important for finance leaders: Impose a budget on what the federal government can spend on healthcare each year.

When companies' profits take a dive, managers often deflect the blame from their own area onto other departments. Performance management methodologies are one way to break this circle of blame.

In the past decade, companies have experimented with strategy maps, balanced scorecards, product and customer profitability analysis, and driver-based budgeting to improve enterprise performance management. What's in store for the next 10 years? Blogger Gary Cokins shares his predictions.

Owens & Minor, an $8 billion distributor serving 4,000 health care providers, is helping its customers to energize their supply chains one link at a time.

Few careers track the rise of Lean techniques and strategies as closely as that of Mark DeLuzio, who nearly 20 years ago implemented one of the first Lean accounting processes in the United States. A vice president and corporate officer of Danaher Corporation, DeLuzio led the corporate-wide implementation of Lean and designed what is known today as the Danaher Business System (DBS). Our interviewer, Steve Player, recently caught up with the Lean pioneer and asked him to retrace the milestones of his career along Lean's trajectory.

How can CFOs and controllers be aware that their managerial accounting data is flawed and misleading yet not take action? The list of reasons for this irresponsible behavior is long and the consequences can be severe.

You can make a strong case that risk management is a subset under the much broader umbrella of enterprise performance management, according to Gary Cokins. The BPM expert explains why in his new Strategy Management blog.