Performance Dashboard

By Jessica Mitchell The Journal Record | THE JOURNAL RECORD, March 27, 2002 | Go to article overview

Performance Dashboard


Jessica Mitchell The Journal Record, THE JOURNAL RECORD


Any company can measure its main financial data, said Charles "Cappy" Leland, a partner of Edmond-based Performance Dashboard. The key, though, is to measure how that information links to a company's goals and objectives on an annual or five-year plan.

Leland and Thomas A. Newman, another Performance Dashboard partner, have developed a management model they say gives companies a competitive edge by doing just that. The model was designed to create an understanding of internal culture, operations and employees -- something Leland, Newman and Performance Dashboard's other partners, Jon Friesen and Terry Taylor, agree companies must have in order to gain that competitive edge.

The Performance Management Model breaks down diagnosis, prognosis and treatment of corporate culture and operations, according to Leland. It is an interactive set of digital gauges that links key success measures to business goals and objectives for an at-a- glance view of trend performance.

The model helps companies "create organizational effectiveness through an engaged and accountable work force by utilizing products that align people, implement strategies and measure performance," said Janet Yowell, director of the Edmond Economic Development Authority.

Leland compared it to driving a car without a dashboard. The driver gets better results if he has gauges to tell him important information including speed, direction and amount of fuel.

"The process converts raw business data and creates action- oriented information on the computer so managers can look at it and make quicker decisions to help their business," he said.

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