integrated performance management


Integrated performance management

Finance and Performance management

Deloitte has in-depth experience across the entire business spectrum, enabling an integrated approach to reporting and managing organisational performance.

How we can help

An integrated approach to reporting and performance management requires a broad business perspective – not just slamming in another software package. Deloitte has access to in-depth experience across the entire business spectrum, from finance and accounting to strategy, operations, technology and risk management.

Key services support the following activities:

  • Reporting strategy
  • Definition of key performance indicators
  • Consolidation and external reporting
  • Planning, budgeting and forecasting
  • Management reporting and analysis.
Integrated performance management

Bottom-line benefits

Effective integrated performance management can help an organization in its efforts to:

  • Improve decision making
  • Provide information that is more accurate, timely and transparent
  • Maintain 'one version' of the truth
  • Increase efficiency and reduce manual effort, with fewer systems and paper reports
  • Improve organisational alignment and risk management
  • Establish a stronger link between performance and strategy.

Explore findings from Deloitte’s global planning, budgeting and forecasting survey

Four ways to get more value

Through our work with some of the world’s leading organisations, we have developed insights to help organisations in their efforts to get more value from their performance management activities. Consider these lessons learned:

Start at the end: Identify the decisions that need to be made and then work backward to determine exactly what data must be collected – and how it should be organised – in order to support those decisions.

Do fewer things better: Instead of wasting time and resources generating reams of data about everything under the sun, focus on delivering high quality information around a handful of measures that drive the behaviours desired by executive leadership.

Build a solid foundation: Producing reliable insights from shaky data is impossible. After identifying the information that really matters, invest the time and effort necessary to make it rock solid. Then establish strong governance mechanisms to keep it that way.

Recognise that “best practices” may not be best for you: Many groups claim to provide best practices for IPM and related activities such as budgeting and planning. However, we have found that when it comes to IPM, one size does not fit all. Defining and deploying an effective IPM strategy requires a deep understanding of your industry, business model, management style and company culture. Not a cookie cutter approach. 

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Paul Wensor

Paul Wensor

Partner, Consulting

Paul leads the finance and performance consulting practice in Australia, is a member of the Consulting Executive, a member of the global Deloitte finance consulting leadership council and the governan... More