Written by

Bernard Marr

Bernard Marr is a world-renowned futurist, influencer and thought leader in the fields of business and technology, with a passion for using technology for the good of humanity. He is a best-selling author of 20 books, writes a regular column for Forbes and advises and coaches many of the world’s best-known organisations. He has over 2 million social media followers, 1 million newsletter subscribers and was ranked by LinkedIn as one of the top 5 business influencers in the world and the No 1 influencer in the UK.

Bernard’s latest book is ‘Business Trends in Practice: The 25+ Trends That Are Redefining Organisations’

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Bernard Marr ist ein weltbekannter Futurist, Influencer und Vordenker in den Bereichen Wirtschaft und Technologie mit einer Leidenschaft für den Einsatz von Technologie zum Wohle der Menschheit. Er ist Bestsellerautor von 20 Büchern, schreibt eine regelmäßige Kolumne für Forbes und berät und coacht viele der weltweit bekanntesten Organisationen. Er hat über 2 Millionen Social-Media-Follower, 1 Million Newsletter-Abonnenten und wurde von LinkedIn als einer der Top-5-Business-Influencer der Welt und von Xing als Top Mind 2021 ausgezeichnet.

Bernards neueste Bücher sind ‘Künstliche Intelligenz im Unternehmen: Innovative Anwendungen in 50 Erfolgreichen Unternehmen’

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Performance management software – choosing service levels

2 July 2021

Performance Management Software Support Service

The many performance management software vendors offer different levels of service. Some offer no implementation support and instead partner with consulting companies to provide this. Other vendors offer comprehensive services including their own implementation service, consulting, international service hotlines, etc. Organisations need to be clear how much support they want and whether the vendor or their partners can deliver this.

Understand the Future Developments in Performance Management Software

We suggest you try to understand the planned future developments and release frequency of the different performance management software products. The differences might indicate the vendors attention and commitment to the product. It is also important to understand the future vision of the software vendor, which will influence the direction of any future product development. In an ideal case the future view of strategic performance management would be similar for the vendor and your organisation in order to ensure future compatibility.

Performance Management Software Selection Process

Overall, it is important to involve different people in the process of developing the requirements for your strategic performance management software solution. Organisations often fail to involve all key functions and end up with a solution that matches only half of their organisational requirements. When only IT people are involved they typically look for the IT specific capabilities and compatibility with the existing IT infrastructure; finance people usually looked for financial capabilities and maybe the economically most sensible solutions; business analysts may look for the most comprehensive analysis capabilities; and general managers may look for a good user interface and ease of use.

In order to address all requirements you might have for performance management software, it is important to involve members of all four groups in the decision process. My experience has taught me that the selection process is best led by members of the management team in close collaboration with business analysts and the IT function.

Business Trends In Practice | Bernard Marr
Business Trends In Practice | Bernard Marr

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