Business intelligence

In our experience it is a common theme that management teams overlook the value that can be derived from effective performance measurement activity.

Monthly management reporting packs are, we find, frequently densely populated with historical financial data, whilst incisive future-facing analysis and information on key non-financial measures is often missing. Sadly, quantity rather than quality seems to win out in the generation of many companies’ performance measurement reports.

Perhaps more concerning, however, is that having generated copious amounts of data, it seems to be often the case that little attention is actually paid to the measures presented, and the review activity often seems divorced from decision-making processes.

At Baker Tilly Management Consultancy we believe that a robust approach to performance measurement should be a valued part of any organisation’s management disciplines. Clearly, how this looks for any one organisation will depend on scale, complexity, industry and a range of other factors. However, without the right performance measurement regime, risk undoubtedly increases risk of misinformed and therefore poor decisions, and also risk of issues not being spotted early enough before they have a significant negative impact on the achievement of strategic goals.

How we can help

Baker Tilly Management Consultancy can help you make sure that you have the right processes in place to generate business intelligence that is right for your organisation. Our specialists have considerable experience of helping organisations to evaluate their present performance measurement activities, identify areas for improvement and make practical recommendations that we can help you to implement.

Kaplan, R.S. and Norton, D.P. (1992), “The Balanced Scorecard: Measures that Drive Performance”, Harvard Business Review,
January/February 1992, Vol.70, pp. 71-79
Silk, S. (1998), “Automating the Balanced Scorecard”, Management Accounting, Vol. 79, No. 11, pp. 38-44