Strategic Performance Management: Tools to Improve Organisational Performance

3 days 13-15 Nov 2017, London UK £3,845.00 + VAT* Download brochure Add to basket

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‘Highly informative, bringing out innovation and pushing us to go beyond the usual way of thinking through issues. The ability of the trainer to dissect issues and apply them through the bank’s perspective was phenomenal. The trainer knew the subject inside out and was easy to interact with.’
COO, African Development Bank

'Course was well prepared and brought up new ideas. Trainer was great, very helpful and understanding’

Leading companies know the importance of aligning their resources (such as people and processes) to strategic goals. They deliver greater value to their companies and its stakeholders by utilising their resources efficiently.

To properly manage value, both outcomes and costs must be measured at the customer, client or product level – the level at which the organisation chooses to measure its success. The biggest problem in managing organisational performance today is not in how the organisational performance is managed, but in how it is measured; most organisations are measuring the wrong things, the wrong way.

It’s an undisputed premise of management that what cannot be measured cannot be managed or improved. Increased costs of delivering products and services to customers often result because of a lack of understanding of how much it really costs to deliver such products or services. In order to gain sustainable competitive advantage in any industry, whether it be Financial Services or in Telco’s or Oil and Gas, all organisations must take a critical look at how they are utilising resources in delivering value to their stakeholders.

Strategic Performance Management explores the vital link connecting strategic goals into performance targets that can be measured and managed. The course will teach you how to create a competitive organisation, minimise operational risk and build a framework for performance management and control systems. The core tools that are covered aim to deliver on the theory and practice of Activity Based Management (ABM), Activity Based Costing (ABC) and Balanced Score Card (BSC) through short cases, and real-life stories.

Practical guidance will be given in how to:

  • Create a balanced scorecard for your organisation
  • Make the most effective choices for your organisation that drive strategy and performance
  • Minimise operational risk for an organisation
  • Encourage innovation sensibly in an organisation



We work with a series of expert instructors, please select the course location of interest to review the credentials of who will be delivering the programme.

Niran Subramaniam

The course instructor is a Fellow Chartered Management Accountant (FCMA) with an exemplary record of senior management leadership roles in the strategic planning and implementation of performance measurement and management systems. His rich experience in finance and strategic information systems, spans over fifteen years in the financial services, telecommunications and higher education sectors. He lectures financial management systems to MBAs and executives at the University of Oxford, and conducts interdisciplinary research in Managerial Accounting and Information Systems. His current research focuses on the interplay of the social and organisational aspects of performance management systems in the contemporary organisational settings.



Central London Hotel Venue

All courses are held at four or five star venues in Central London, Zone 1. We strive to provide you with a training environment of the highest quality, to ensure that the whole learning experience exceeds your expectations.

Your training venue will be confirmed by one of our course administrators approximately 3-4 weeks before the course start date.

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Do you have five or more people interested in attending this course? Do you want to tailor it to meet your company's exact requirements? If you'd like to do either of these, we can bring this course to your company's office. You could even save up to 50% on the cost of sending delegates to a public course.

To find out more about running this course in-house:

Our Tailored Learning Offering

If you want to run this course at a location convenient to you or if you want a completely customised learning solution, we can help.

We produce learning solutions that are completely unique to your business. We'll guide you through the whole process, from the initial consultancy to evaluating the success of the full learning experience. Our learning specialists ensure you get the maximum return on your training investment.


We can offer any of our public courses delivered at your office or we can devise completely tailored solutions:

Read more about our offering or complete a call back request to speak to a learning specialist.



Day 1

What to measure, strategic priorities for any organisation, and BSC as a tool to map out the right things to measure from a financial, process, customer and employee perspectives

  • Focus on those elusive non-financial measures of success which out rank some of the most obvious financial indicators
  • Introduce the key performance indicators that are commonly tracked for major organisations in the relevant sectors represented by the class, and involve class in the discussion on why and how they are important to measure, and manage
  • Introduce and discuss best practices in reporting the key performance indicators, and involve the class in the discussion on what and how are implemented in their organisations
  • Introduce emerging practices in this area: strategic dash boards and the 360 degree view of what’s important - the right measures for strategic success, and have each participant map out theirs!

Conclude: in order to gain sustainable competitive advantage, organisations must take a critical look at how they are utilising resources in delivering value to their stakeholders

Day 2

How to measure, how are resources deployed, utilised and outcomes measured, and are resources allocated based on a strategic outcomes or priorities?

  • Focus on resource allocation practices such strategic planning and Budgeting to identify methods such as Zero Based Budgeting (ZBB) and Activity Based Budgeting (ABB) to eliminate those initiatives and activities that are on the fringes of the core organisational priorities
  • Introduce and discuss ZBB and ABB techniques for optimally allocating resources to strategic priorities and involve the class in the discussion on their practices, and how they can be modified
  • Introduce measures for resources - time and costs – resource drivers and activity drivers of objects or priorities that necessitate or demand (!) time and money
  • Introduce and discuss Activity Based Management and ABC method with examples drawn from the relevant sectors represented in class
  • Demonstrate how ABC saves time and money, and allows a focus on value adding activities of the firm, and involve the class in the discussion on identifying drivers of time and costs in their setting
  • Introduce and discuss emerging practices such as time driven ABC

Conclude: the products or services that make demands on resources should be assigned costs precisely based on usage of resources, rather than on some arbitrary basis, which is the root cause of the poorly designed costing systems to measure success of strategic outcomes

Day 3

How to manage strategic success, and how cost efficiencies translate to profits and measures of success, both quantitative and qualitative

Case study: illustration of how BSC, ABM and ABC together work in real, business settings, and invite the class to debate and discuss the ideas, merits and demerits of the case, and explore limitations in practice. (An HBR Case or an Ivy League Case) 

  • Illustrate and discuss with class how ABC driven systems eliminate waste, inefficiencies and redundancies and enable a focus on delivering value. Discuss measures of value
  • Introduce and discuss how ABC when implemented right influences strategy – demonstrate with mini case examples drawn from instructor’s own experience and others, how profit margins and therefore pricing, and marketing strategies associated with products or services change
  • Illustrate how organisations of similar size and complexity to the class representation utilise these tools for effective strategic performance management

Conclude: BSC, ABM together with ABC, which focuses on measuring things the ‘right way’, organisations can benefit immensely from measuring the ‘right things’, the ‘right way’

Course summary and close

Why us

We have a combined experience of over 60 years providing learning solutions to the world’s major organisations and are privileged to have contributed to their success. We view our clients as partners and focus on understanding the needs of each organisation we work with to tailor learning solutions to specific requirements.

We are proud of our record of customer satisfaction. Here is why you should choose us to help you achieve your goals and accelerate your career:

  • Quality – our clients consistently rate our performance ‘excellent’ or ‘outstanding’. Our average overall score awarded to us by our clients is nine out of ten.
  • Track record – we have delivered training solutions for 95% of worlds’ top 100 banks and have trained over 250,000 professionals.
  • Knowledge – our 150 strong team of industry specialist trainers are world leading financial leaders and commentators, ensuring our knowledge base is second to none.
  • Reliability – if we promise it, we deliver it. We have delivered over 20,000 events both in person and online, using simultaneous translation to delegates from over 180 countries.
  • Recognition – we are accredited by the British Accreditation Council and the CPD Certification Service. In an independent review by Feefo we scored 96% on service and 95% on product