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Companies must be able to adapt themselves in a world in constant evolution.
In fact, the environment is more and more uncertain due to a lot of factors making business more complex: customers needs, competitors, legislation, ...
To grow, become more attractive and efficient, IBA had to improve its information systems, especially the financial ones. They chose to implement an Entreprise Performance Management in order to frame the Quarterly Review process and the Annual Budget process.
After the formulation of the process, it was the time to implement them in an adequate way, so that employees feel themselves accountable of their tasks. Microsoft Planner 365 was chosen as a user-friendly tool allowing an easy way to assign actors to the different tasks, do the retro-plannig exercise of each quarter and then monitor the performance of the forecasting process.
To support the project, IBA is looking for some tricks to motivate employees to that organisational change.
In that way, IBA will have reliable financial data and is able to take right management decisions.

Project Management, Enterprise Performance Management, Information system, Quality improvement, Process, Responsibilities --- Sciences économiques & de gestion > Gestion des systèmes d'information

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May 2000 - Does private ownership improve on corporate performance in a developing institutional environment? In Lithuania commercial transfer of state property to private owners has significantly improved enterprises' revenue and export performance. Grigorian presents some evidence of improved corporate performance in Lithuania for the period 1995-97. His question: Were these improvements in any way caused by privatization and changes in the environment in which enterprises operate? He presents evidence of correlation between ownership and enterprise performance as measured by increased revenues and improved export performance. Controlling for preselection bias increases the magnitude and significance of private share ownership, which indicates negative selection bias at privatization. On the other hand, (expected) subsidies seem to contribute negatively to enterprise performance. However, the study finds no clear evidence of the effect of market competition on performance indicators in the short run. Grigorian's is the first study to analyze the consequences of commercial (as opposed to mass) privatization in Central and Eastern European countries. This paper - a product of the Private and Financial Sectors Development Sector Unit, Europe and Central Asia Region - is part of a larger effort in the region to study enterprise restructuring in transition. The author may be contacted at dgrigorian@worldbank.org.

Central Planning --- Debt Markets --- Economic Reforms --- Economic Theory and Research --- Emerging Markets --- Enterprise Performance --- Enterprise Restructuring --- Enterprises --- Finance and Financial Sector Development --- Financial Crisis Management and Restructuring --- Financial Literacy --- Investment and Investment Climate --- Macroeconomics and Economic Growth --- Market Competition --- Microfinance --- Operational Efficiency --- Ownership Of Enterprises --- Performance Indicators --- Political Economy --- Private Firms --- Private Owners --- Private Ownership --- Private Sector Development --- Privatization --- Privatization Process --- Privatization Program --- Profit Maximization --- Share Ownership --- State Firms --- State Owned Enterprise Reform --- State Ownership --- State Property