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SAS® for Performance Management
Don't just manage performance – improve it
At SAS, performance management refers to how an organization leverages its assets (people, money and technology) to achieve short-, medium- and long-term strategic goals. Through a process and journey intended to improve value creation, it requires focus on four essential objectives:

Control cost without sacrificing future growth objectives Organizations are expected to do more with less to improve shareholder and stakeholder value. Given the nature of current incentives (meeting quarterly or annual targets), there is a risk that you may meet short-term targets at the expense of strategic growth initiatives.

Understand what drives cost and profit (or value) Fewer than 50 percent of executives are happy with their understanding of what drives cost and profit/value1. Without this understanding, managers are unlikely to allocate resources appropriately and may not know where to focus attention for improvement. At best, it may mean the organization is generating suboptimal results; at worst, it could mean it is destroying value without realizing it – until it's too late to recover.

Improve agility Change is happening faster than ever and information is doubling faster than ever. Organizations that can identify opportunities and threats more easily than their competitors, understand the implications, update strategy quickly and then execute that strategy consistently across the organization will be the winners. However, only 20 percent of CEOs and CFOs are happy with their organizations' agility. The most significant obstacles to improving performance are accountability, culture toward measurement and transparency2.

Identify and respond to environmental, social and economic risks, and opportunities Sixty percent of global executives regard global climate change as strategically important for product development, investment planning and brand management3. Eighty-two percent expect some form of climate change regulation in their organization's home country within five years4. A focus on the "triple bottom line" of people, profit and planet drives increased brand value through innovation, improves internal efficiencies and accountability, and engenders the loyalty of consumers, employees and other stakeholders.

How SAS® can help
SAS delivers performance management software and services to help executives:

See reality clean and simple – ensure data quality, transparency and relevance for action.
Manage and align resources (people, money and technology) to strategy – understand how cost and value flow through the organization and what drives or influences variation.
Improve foresight and optimize value – prove which KPIs drive strategy; forecast and predict future outcomes with accuracy; optimize resources and activity for maximum value creation.
Learn, share, codify and adapt – understand why things succeed or fail; update and communicate strategic change quickly and consistently for improved agility.
Evolve through experimentation and innovation – simulate and plan options based on facts, not intuition; prove which options deliver the best balance of risk and reward.
Through implementing SAS for Performance Management at more than 1,500 customer sites, we’ve learned that more than 80 percent of engagements start with creating transparency. Get it right and companies adopt a more positive culture toward measurement, which in turn improves accountability. Employees act on facts, not gut instinct, improving resilience and consistency. In terms of performance management, this is merely the beginning of the journey.

Regardless of where you start, we believe a critical first step is organizing and cleaning your data. No matter how great the solution, if you skip this phase, it is “garbage in, garbage out.” SAS provides this capability with all SAS for Performance Management solutions. For more information on this critical capability, see Data Cleansing and Enrichment.

Many organizations start with the financial aspects of budgeting and planning and then move on to strategy management applications. Others begin by focusing on understanding what drives value. Everyone will have a different approach; the key is to evolve and not try to "boil the ocean in one try" – it will take too long and create multiple change management issues.

As you evolve through your journey, SAS can help with:

Dashboards and scorecards.
Financial consolidation, budgeting, planning and reporting.
Cost and profitability analysis.
Human and IT capital analysis.
Customer and supplier intelligence.
Enterprise risk management.
Sustainability management.
Advanced analytics.
All are intertwined to improve performance.

SAS ®绩效管理
不要只是管理业绩-更要改进
SAS的绩效管理是指一个组织如何利用其资产（人员，资金和技术），以实现短期，中期和长期战略目标。经过这样一个旨在提高创造价值过程，需要注重以下四个基本目标的重点： 

在不影响未来的发展目标的前提下控制成本  组织成本少花钱，以改善股东和其他利益相关者的价值。鉴于当前奖励的性质（比如上季度或年度目标），存在一种风险，那就是当你在满足短期的战略增长计划的时候，可能会牺牲长期目标。

了解影响成本和利润的因素 低于百分之五十的管理成本才符合人们对成本和利润的比例要求。 如果没有这种认识，管理人员不可能适当地分配资源 , 因为他们可能不知道哪些地方需要集中注意力进行改善。.好的一面，这可能意味着该组织产生最理想的结果;坏的情况，这可能意味着没有意识到它正在摧毁它的价值-直到想恢复时已经来不及了。 

提高灵活性 变化速度越来越快和信息的更新速度是原来的两倍。可以识别的机遇和威胁的组织，比竞争对手更容易了解其义，从而更新策略，然后迅速地执行这一战略使自己成为赢家。但是，只有20%的CEO和CFO在意他们组织的灵活性。提高企业灵活性最大的障碍是问责制以及和透明度敏感的文化背景。

准确把握环境因素，社会因素以及经济方面的风险和机会 全球60%的管理者把全球气候变化视为具有重要战略意义的投资规划/产品开发和品牌经营的机会3。 Eighty-two percent expect some form of climate change regulation in their organization's home country within five years 4 . 约82%预计五年内四形式气候其组织的母国变化规律。 A focus on the "triple bottom line" of people, profit and planet drives increased brand value through innovation, improves internal efficiencies and accountability, and engenders the loyalty of consumers, employees and other stakeholders.关于“三重底线的人，利润和地球的驱动器”的重点，通过创新提高品牌价值，提高内部效率和问责制，滋生了消费者，雇员和其他利益相关者的忠诚度。

How SAS ® can help 怎样的SAS ®可以帮助
SAS delivers performance management software and services to help executives: SAS软件性能管理软件和服务，帮助管理人员：

See reality clean and simple – ensure data quality, transparency and relevance for action. 看到现实清洁 ， 简单 -确保数据的质量，透明度和行动的相关性。
Manage and align resources (people, money and technology) to strategy – understand how cost and value flow through the organization and what drives or influences variation. 管理和协调资源（人员，资金和技术）的策略 -了解如何在成本与价值流过的组织，所驱动器或影响的变化。
Improve foresight and optimize value – prove which KPIs drive strategy; forecast and predict future outcomes with accuracy; optimize resources and activity for maximum value creation. 改善远见和优化价值 - KPI的证明是推动战略，预测和准确预测未来的结果，优化创造最大价值的资源和活动。
Learn, share, codify and adapt – understand why things succeed or fail; update and communicate strategic change quickly and consistently for improved agility. 学习，分享，编纂和适应 -明白为何会成功或失败，更新和传播迅速改变战略，坚持以提高灵活性。
Evolve through experimentation and innovation – simulate and plan options based on facts, not intuition; prove which options deliver the best balance of risk and reward. 通过实验和创新演变 -模拟，并计划以事实为根据的选择，而不是直觉，证明该选项提供了风险与收益的最佳平衡。
Through implementing SAS for Performance Management at more than 1,500 customer sites, we've learned that more than 80 percent of engagements start with creating transparency.通过实施绩效管理的1500多名客户站点的SAS，我们已经了解到，超过八成的约定与创建透明开始。 Get it right and companies adopt a more positive culture toward measurement, which in turn improves accountability.得到它的权利和对公司采取的测量，从而提高了更积极的问责文化。 Employees act on facts, not gut instinct, improving resilience and consistency.员工行为的事实，而不是直觉，提高应变能力和一致性。 In terms of performance management, this is merely the beginning of the journey.在绩效管理而言，这仅仅是旅程的开始。

Regardless of where you start, we believe a critical first step is organizing and cleaning your data.无论您在何处开始，我们认为关键的第一步是组织和清理数据。 No matter how great the solution, if you skip this phase, it is “garbage in, garbage out.” SAS provides this capability with all SAS for Performance Management solutions.无论多么伟大的解决方案，如果你跳过这一阶段，它是“垃圾进，垃圾出”。SAS提供这与所有的SAS绩效管理解决方案的能力。 For more information on this critical capability, see Data Cleansing and Enrichment .欲了解更多有关这一关键能力的信息，请参阅数据清洗和富集 。

Many organizations start with the financial aspects of budgeting and planning and then move on to strategy management applications.许多组织开始的预算编制和规划的财务方面，然后转移到战略管理的应用程序。 Others begin by focusing on understanding what drives value .其他人就开始理解什么是推动价值的重点。 Everyone will have a different approach; the key is to evolve and not try to "boil the ocean in one try" – it will take too long and create multiple change management issues.每个人都会有不同的方法，关键在于发展，而不是试图“在一个尝试煮沸海洋” -它会时间太长，创建多个变更管理的问题。

在企业的发展中,SAS可以为您提供以下帮助:

仪表板和记分表 。
财务合并，预算编制，规划和报告 。
成本和盈利能力的分析。
人力和科技资本的分析。
客户和供应商的情报。 
企业风险管理 。
可持续管理 。 
先进的分析方法 。

以上所有因素帮助企业提高竞争力。