A Case Study about Customer Driven Performance Management Achieved
Background: A new manager at a major metropolitan utility was charged with the task of improving customer relations and reducing costs without a major capital investment. Initial efforts to redesign management and operational practices yielded improved performance and cost efficiencies. However, it became apparent that critical information needed to monitor and sustain the improvements through useful management reports was almost non-existent. As is the case with most existing information systems, the utility was incapable of producing timely and meaningful reports for use at the executive management level. The existing reporting network was a massive intricate combination of spreadsheets, databases, and undocumented applications that had grown over the last several decades.
The Solution Process: Upon receiving approval to move forward, the design team was faced with several key decisions. Our experience underscores the significance of investing the time and effort to make these decisions before taking the first step in developing a performance management system. The very first decision was to identify the individual or group of individuals that would sponsor the process. This group was called the executive management team (EMT). The EMT’s role was to ensure that the required time and resources were committed and to take the responsibility for making decisions, setting priorities and establishing policies along the way.
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