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Simply stated, Business Performance Management (BPM) can be described as a series of business processes, systems and applications designed to optimize both the development and the execution of business plans.
We live in a time when sustainability is becoming a rising priority for companies as a vast number of stakeholder groups such as investors, management and employees try to understand the social and environmental implications of the company’s operational and financial activities and decisions. Sustainability has become “both a strategic imperative and a performance driver” that strives to maximize business impact (Gorbach, 2009)
Performance Management is one of the most dynamic business disciplines today. Its evolution accelerated over the last 20 years and due to the large number of concepts it employs and unstructured body of knowledge, having a comprehensive big picture view of the topic is rather challenging. One way of achieving this is by reading a lot and doing a critical review to the various ideas proposed. Another option is by monitoring the pulse of the discipline as reflected in studies and survey reports covering performance management topics.
The specific needs of small and medium-sized enterprises (SMEs) have been addressed by various initiatives in diverse areas of organizational management and development, including the context of performance management and measurement.
Developed in 1961 by a former Massachusetts Institute of Technology (MIT) professor, John D. C. Little, the law that carries his name (Little’s Law) has emerged from being a queue theory at its origins to being applied currently in a variety of other aspects of every-day life, such as: Project Management, Manufacturing, Supply Chain etc.
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