Cooperative Performance Scorecard : Gimsi Methodology

The Gimsi method in 10 questions/answers (1 to 5)

Cooperative performance

Well structured in ten successive stages, GIMSI is part of a modern management method favoring cooperation and knowledge sharing. It is true that this is the only way to conceive an efficient decision support system. In this way, GIMSI grafts a bottom up dimension on the traditional top down approach and focuses on the essential question :

How decisions are really made on the field?

Implication and suitability are in the heart of the method.
The GIMSI ® Method is entirely described and explained in details in the reference book in french "Les nouveaux tableaux de bord des managers", true road map in the ten stages of the project.

1. Building the cooperative performance dashboard and scorecard

Decisional computing project, like all strategic information systems projects, marks a total break with the classical management of informatical projects. It is not anymore a question of rationalizing the flow, automating process or improving productivity by increasing processing capacities. It is not either a question of replacing man, the actor of the company.
With the acceleration of change and the resulting complexity for companies, excesses of automation are resolved and decisional system aims at a totally different goal.
It is here to provide help and assistance to the actors of the company at the time of the decision making process.
Let's study the GIMSI ® method, an approach perfectly adapted to this new issue and to the cooperative performance dashboard design.

2. Which are the kinds of projects concerned by the GIMSI method?

The decisional system answers the needs of two different populations: analysts and experienced decision-makers. Analysts, as is indicated by their names, analyse datas for market, client profile, segmentation or product impact researches. They use statistic and datamining tools to study masses of datas. Decision-makers, much more numerous, are in crucial situations and have to decide very quickly. They hope to be able to have at their disposal cooperative performance dashboards presenting key performance indicators showing the state of the system to be checked according to their respective preoccupation. Nowadays, all the operational persons in charge are concerned. With the increase of responsibilities for the actors of the company, in a continuous research of improvement of reactivity towards pro-activity, the cooperative performance dashboard, true assistant of the decision maker in situations, will be on all the work stations.

3. Beyond myths, what is the real contribution of technology?

To make the right decision, we must :

• 1. Have a clear and precise view of the situation and the context.
• 2. Have at our disposal informations and advices for the instruction phase.

Technology contribution is significant for each of these two points. It allows us to design a system to manage collection, consolidation and presentation of significient informations for the decision-maker. New technologies of information sharing, groupware, intranet are particularly efficient to counter isolation of the decision-maker.

4. But the GIMSI method is not exclusively concerned with the technological aspect

Present technology is quite mature to design a high performance decisional system and it would be a great pity to loose the purpose of the project by focusing exclusively on technical specificities. The error is easy to make and unfortunately very common. Let's not forget that they are men, actors within an organizational structure, who make decisions according to axes of development or strategy more or less expressed. Decisional computing technology is here to serve and assist them. Our entire approach turns on these four dimensions.

5. The GIMSI methodology puts forward the cooperative performance dashboard long-standing notion. What are the new contributions?

It is not a question of new contributions but a complete redefinition of the concept to fit the present reality. In the tayloristic company's time, key performance dashboards presented exclusively costs and productivity key performance indicators. In a steady and not very competitive environment, with long-term monopolies, the only company 's preoccupation was to produce "more" at always "less costs". Nowadays, we aren't anymore in that situation.

To react quickly, there are more and more decision centers in companies. They are closer to the plant and managers aren't anymore the only ones to have the exclusive decision making. On the other hand, the ways of success aren't anymore restricted to an essentially productivist research. Control of internal and external process in terms of quality, time limit, cost, regularity, the following up of supplier-partners, subcontractors or social climate and internal communication are all ways of success to be measured for the client satisfaction.

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