Corporate Performance Management (CPM) is all about making decisions on the operation of both the business model and any associated strategy improvement initiatives. This article gives an overview of the CPM Framework.

​The long-standing narrative of Enterprise Performance Management (EPM/CPM) has been squarely focused on the effort to steer organisations away from spreadsheets by embracing Enterprise Performance Management suites (i.e. platforms).

At the recent FP&A Trends Webinar on the 4th of May, our panel of senior finance practitioners and thought leaders discussed the key challenges for FP&A and how to address them. 

There are many software products that claim to support CPM, but often they only support some aspects, for example financial planning and reporting. One of the issues is that the term CPM is synonymous with budgeting, forecasting and management reporting which by itself cannot provide a complete solution.

In this series of blogs, the author is looking at several areas that FP&A departments must address if they are to add value to the organisations they serve in this technology-driven age. In this blog, he looks at management processes.

Corporate Performance Management (CPM) has long consisted in breaking the company’s strategy down into operational objectives and indicators, measuring the achievement of these objectives against operational entities' budget or forecast and take action on that basis. This approach was effective in a stable business environment, with slow and controlled changes.