LEADER 05466nam 2200709Ia 450 001 9910827527703321 005 20200520144314.0 010 $a1-280-27471-9 010 $a9786610274710 010 $a0-470-01304-4 035 $a(CKB)1000000000244106 035 $a(EBL)228328 035 $a(OCoLC)80242112 035 $a(SSID)ssj0000110923 035 $a(PQKBManifestationID)11138638 035 $a(PQKBTitleCode)TC0000110923 035 $a(PQKBWorkID)10074322 035 $a(PQKB)10799721 035 $a(MiAaPQ)EBC228328 035 $a(Au-PeEL)EBL228328 035 $a(CaPaEBR)ebr10113917 035 $a(CaONFJC)MIL27471 035 $a(OCoLC)59723349 035 $a(EXLCZ)991000000000244106 100 $a20050414d2005 uy 0 101 0 $aeng 135 $aurcn||||||||| 181 $ctxt 182 $cc 183 $acr 200 10$aBeyond governance $ecreating corporate value through performance, conformance and responsibility /$fMartin Fahy, Jeremy Roche, Anastasia Weiner 205 $a1st ed. 210 $aChichester, West Sussex, England ;$aHoboken, NJ $cJohn Wiley & Sons$d2005 215 $a1 online resource (338 p.) 300 $aDescription based upon print version of record. 311 $a0-470-01151-3 320 $aIncludes bibliographical references and index. 327 $aBEYOND GOVERNANCE; CONTENTS; Foreword; Preface; Acknowledgements; 1 Introduction: Enterprise Governance; Enterprise Governance - a new framework; The importance of people and culture; It is all about flawless execution; How this book supports flawless execution; Resources; Notes; PART I Performance; 2 Developing Strategy; The importance of strategy; Understanding strategy; Managing for value: strategies for results; The 'Managing for value'-based approach to the strategy process; So what really works?; CFOs and shareholder value - the reality gap 327 $aCorporate performance management systems: bridging the gap Notes; 3 Transactional Excellence; The emerging e-enabled finance environment; Case study: Wallenius Wilhelmsen; Case study: DIY Retail; How the Web is transforming 'bean counting'; Case study: Lin TV; Selecting applications; Reporting and business intelligence; Notes; 4 Corporate Performance Management; What are we doing wrong today?; Corporate performance management - a new methodology for finance; The case for corporate performance management; Systems to support CPM; Case study: CPM in action 327 $aKey lessons from successful adopters of CPMCase study: ACC; Notes; 5 Driving Performance Through Better Cost Management; Activity-based costing - a historical perspective; The case for ABC; Implementing ABC; Activity-based management; Case study: Royal Mail; ABC/M's relationship to other accounting and management innovations; So why the controversy? The problems with implementing ABC/M; Interview: Peter Hill, Bellis-Jones Hill Group; Technologies that support ABC/M; Notes; 6 Forecasting, Planning and Budgeting; Case study: Murray, Inc.; The problems with traditional budgeting 327 $aAlternatives to traditional budgeting Process improvement techniques and the challenge for budgeting; Collaborative planning - reinventing world-class budgeting; Collaborative planning (CP) technology; Conclusion; Notes; PART II Conformance; 7 Better Enterprise Governance Through Better Reporting; The importance of a timely close; The shortcomings of current approaches to month-end close; New approaches to closing; Case study: CODA Group; Improving reporting content; Conclusion; Notes; 8 Corporate Governance; What is corporate governance? 327 $aThe good, the bad and the ugly - examples of corporate governanceThe historic view; Case study: What good corporate governance means to a company like Shell; So what is the case for corporate governance?; The importance of Enterprise Governance and how to achieve it; Meeting the challenge of Enterprise Governance; Notes; 9 Supporting Enterprise Governance: the Emerging Finance Architecture; Case study: Whirlpool - an early player in SSC; Shared Services - the case for centralisation; Case study: Shared services at Carrefour; Business process outsourcing 327 $aCase study: Dairy Farm and Cap Gemini Ernst & Young 330 $aFollowing a series of corporate scandals, legislators have company executives in their sights, and are arming themselves with ever-greater regulatory firepower. All agree that good governance is essential - but must not be allowed to stifle business performance. Beyond Governance develops the concept of Enterprise Governance, an emerging framework which unites Performance, Conformance and Corporate Responsibility and shows how addressing all of these areas in a concerted, coordinated fashion will deliver value to the organisation and its stakeholders. In particular, it focuses on the 606 $aCorporate governance 606 $aBusiness enterprises$xFinance 606 $aCapital$xManagement 615 0$aCorporate governance. 615 0$aBusiness enterprises$xFinance. 615 0$aCapital$xManagement. 676 $a658.15 676 $a658.4 700 $aFahy$b M$g(Martin)$01721000 701 $aRoche$b Jeremy$0724137 701 $aWeiner$b Anastasia$0724136 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910827527703321 996 $aBeyond governance$94120132 997 $aUNINA