Tag: excellence

ARIS Aware

ARIS Aware

Powerful insights through

Palmira enriches your existing process models with live data from operational systems by using ARIS Aware from Software AG. ARIS Aware connects to a wide range of data sources with your process portal. By blending a process model with a running process instance, process cycle times or incidents, you can monitor the differences between the expected and the actual values in real-time – and realise significant new process improvements. Blending the design world with the operational world transforms your process portal business into a sound foundation for senior executives to make their best decisions. Add business criticality to your process portal with these ARIS Aware capabilities.

Data connectivity and mash-ups

Palmira helps you build dashboards from many data sources using ARIS Aware. ARIS Aware is equipped with ready-to-go templates so you can quickly get answers to critical questions like:

  • How good is the quality of my process model?
  • How often has a model been clicked?
  • What technology is used by a specific group of people?

Innovative, context-sensitive, and story-telling visualisation of KPIs and data analysis seamlessly integrated with ARIS.

Context-aware dashboards

ARIS Aware dashboards are easy to build and easy to understand. Show your users the most relevant information that is important to them with context-aware dashboards that any user can easily interpret. Users from any group or business function – such as HR, procurement, marketing, sales, or lines of business – will see the processes they are part of along with KPI’s that are relevant to their work. When correlations are easier to understand, users get more value out of the existing process content, which increases user adoption and end-user satisfaction.

Interactive visual analyses

Faster time to value through

Get there faster with preconfigured use case-driven dashboards that can easily be applied to your ARIS Connect portal. Standard dashboards are easy-to-use, customizable and include: Model Quality & Maturity Management, Process Performance Management, Enterprise Architecture Management, and Customer Experience Management.


Easier proof of value through

We enable users to interact in ARIS Connect and which information they need most. Demonstrate the value of your centre of process excellence to the senior executive team with user experience data. And with user insights, you can make your process portal more user-driven and intuitive than ever before.

ARIS aware MDOEE Palmira

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Strategy- to- execute in one solution

With this Solution you will be able to:

  1. Manage Full Cycle from Strategy to Execute
  2. Break down silos between Solution Delivery and the rest of the Business.
  3. Communicate the status of releases to business stakeholders and give visibility into your team’s progress.
  4. Speed up your SDLC by integrating your clients’ and your business requirements with the most famous project management tools– in ONE-SINGLE-POINT-OF-TRUTH using #ARIS
  5. Reduce error, cost, time, and effort while enhancing productivity, accuracy, and reliability all of it while improving the quality of the cycle.
  6. Seamless integration between business analysis team and Software development team.


The solution is dynamic and provides multiple integration points with the well known tools for project management, Development, Testing, (e.g. JIRA, Azure DevOps, Microsoft EPM, Zeplin, Katalon )

  • Availability of required ARIS Licenses
  • Availability of required ARIS API Licenses and Certificates
  • Availability of required JIRA, Azure DevOps, Microsoft EPM API Access

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Metrix+ is an evidence-based strategy and performance management suite which allows organizations to transform their performance management processes from burdensome routines into valuable business practices. It focuses on what organization shall measure towards emphasizing the learning and development to achieve the objectives and targets.

Metrix+ enable you to manage:


This Module provides the ability to capture or define the organization contextual dimensions (and creates a snapshot of the context to be used for different purposes within the system, as well as providing multi-dimensional relationships mapping functionality to create logical connections between identified organizational elements such as processes, channels, products, customers, departments, etc


This module provides beside the flexible and systematic approach to identify, manage and assess performance metrics, the ability to set tasks and accountabilities. This module supports defining different types of KPI’s (Automatic, Manual & Aggregated) associated with organization context to ensure proper proof about what has been measured and what has not been measured yet. ​


Decision makers have valid and evidence proof about the organizational context elements associated with performance data where future planning and budgeting will be accelerated and more accurate. The software supports intelligent performance risk issues and suggests corrective and preventive action to ensure proper and systematic governance toward total corporate performance management.


This module enables the users to build and publish visual, interactive and relational dashboards to display performance perspectives according to audience interests. The module has the capability to view hierarchical organizational context elements to provide the audiences more insight about the aggregated performance data and the impact of low-level organizational context elements on the top-level elements.


  • AI based
  • Foresee outcome
  • Increase awareness
  • Enhance performance
  • The world leading
  • The decision maker’s tool

MetrixPlus, the Corporate Performance Management

Is AI based solution

Built to achieve higher-performance

Analytics solution to capture, monitor, explore and share performance data.

Evidence-Based solution to support aware decision making

Enabling corporates to reach goals, enhance processes, excellence services, award employees and monitor systems

Using innovative methodologies, processes and metrics

Captures organizational context

Establishes correlations among organizational elements and link it to defined metrics

Powerful infrastructure enables deep-dive insight

Automate corporate planning, and performance monitoring

Digital journey from planning …. Achieve and monitor

User friendly serving multiple viewpoints meets users, analysts, management interests

Continuously improve awareness and maturity within the organization.

Lifecycle Governance

Dynamic workflows to manage full cycle of Strategy-to-Execute operations including management review

Intuitive task management system provide ability to track system tasks and clear roles and responsibilities 

Preventive and corrective actions tracking

Seamless Integration framework with ARIS EMS by SoftwareAG

Ability to integrate with other Enterprise Architecture solutions to capture the organizational context

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Customer Experience

Improving Customer Experience

Customer Service Management, or CXM, is critical to the success of your company. Any business that neglects to nurture and strengthen ties with its consumer base, and ensure their satisfaction, will ultimately lose business. We design customer journeys with ARIS , helping you map their journey, identify key touchpoints, and retain clients.

Customer journey mapping from end-to-end

Today there are just three types of companies: Those that actually operate a digital business, those that are transforming into a digital business and finally those that might never become a digital business and fail as a consequence. So, it´s not a question if your business should become digital. It really must be to survive or it just might disappear.

Establish a digital business

One of the mandatory drivers of a successful digital business is an effective customer experience management (CXM). CXM helps you understand what customers want and how customers want to interact with your business and underlying business processes. A good process is no longer good enough; it’s the customer experience reflected in your processes that really matters. By designing and analyzing customer journeys from the outside-in perspective, you get chance to enhance their customer experience in order to differentiate from competition in terms of customer satisfaction and to reflect on your own processes from another point of view. But in fact, the Business Process Analysis (BPA) world missed developing a CXM solution that delivers the capabilities and the methods to design and analyze processes from an “outside-in” perspective. To close this gap, Palmira utilize ARIS release the world’s first BPA software that enables companies to improve their customer experience by designing customer journeys. IN this article we are trying to illustrate the strategic mindset and the methodical competencies needed to design and analyze customer-centric processes with ARIS. By taking customer emotions and expectations into account and using techniques such as customer journey mapping, customer touchpoint analysis and identifying the critical Moments of Truth (MoT), your organization can deliver a better customer experience. Using such approaches to improve customer satisfaction helps you:

  • Ensure better customer interactions, enhance customer satisfaction
  • Stay tuned to customers and recognize new ways to satisfy customer needs
  • Enhance customer loyalty, increase sales and revenue
  • Enhance measures and KPIs, reduce brand risk
  • Preserve business agility
  • Identify gaps and issues, recognize opportunities
  • Take advantage of new innovations

With the advent of the Internet, the knowledge-based economy and decreases in protective trade regulations, competitors have virtually moved together closer and closer. In this highly connected global environment, most organizations can no longer differentiate their business on price—unless they are Walmart®—or quality—unless they are a small high-end manufacturer—when there might always be an organization that is a bit cheaper or has a feature more in the pocket. For the gross of organizations, there remains just one key differentiator left: customer satisfaction.

Furthermore, there is a more paradigmatic change. For decades, businessmen and women shared the single dominant idea that the purpose of strategy is to achieve a sustainable competitive advantage. This idea is strategy’s most fundamental concept and every company’s Holy Grail. But in the digital world of volatile and uncertain environments, omni-channel communications, technological advances and economical hyper-competition, this idea is no longer relevant for the most successful companies.

There are upcoming technologies that provide completely new communications and accelerate processes. The Internet of Things connects formerly analog things to several clouds and melds personalized technologies with daily routines. Organizations have reached a never-known speed of innovations and release cycles. Customer support services are getting faster and better. They offer custom-tailored and personalized services in order to maximize satisfying customer needs.

From an economical point of view, the borders between industries become blurred by companies connecting strategy, innovation and organizational changes. They conquer new market fields and arenas—for example, when Apple® will start providing a payment system—in which innovative business models provoke entire industries and industries compete with each other. New disruptive startups come onto the scene, identifying customer pain points and offering alternative solutions to make a bit money. They are establishing themselves, motivated to take a little piece of the cake and, then suddenly, these little startups stand their ground against business titans.

As a consequence, companies face a new entity of sophisticated customers, demanding the use of newest technologies and omni-channel distribution. They are accustomed to best-in-class service and cross-industry benchmarks. But most important, they know about their market power. Today, customers expect to get what they want and how they want it. And if they don´t get what they want, they increasingly jump the store to buy somewhere else. For instance, 25 years ago, a customer could buy a blouse via three or maybe four different customer journeys. The customer went to the store or bought it at a catalog. Due to multi- and omni-channel orchestration, the number of possible journeys has exponentially increased. By providing more alternatives at each phase of the buying process, there are about 1,000 opportunities to buy the same blouse in 2016 (see Figure 1). Customers demand to use or to change the communication channel just as they wish at every point and moment of the buying process. To remain competitive, a retailer has to offer as much of these variations as possible.

There are upcoming technologies that provide completely new communications and accelerate processes. The Internet of Things connects formerly analog things to several clouds and melds personalized technologies with daily routines. Organizations have reached a never-known speed of innovations and release cycles. Customer support services are getting faster and better. They offer custom-tailored and personalized services in order to maximize satisfying customer needs.

From an economical point of view, the borders between industries become blurred by companies connecting strategy, innovation and organizational changes. They conquer new market fields and arenas—for example, when Apple® will start providing a payment system—in which innovative business models provoke entire industries and industries compete with each other. New disruptive startups come onto the scene, identifying customer pain points and offering alternative solutions to make a bit money. They are establishing themselves, motivated to take a little piece of the cake and, then suddenly, these little startups stand their ground against business titans.

Putting customers first

Well, almost every business and organization will claim that it puts its customers first and that improving customer services is one of its key objectives. Nevertheless, many businesses still continue to use very outdated tools to build very internally focused processes that fail to properly consider the experience customers have when they interact with the business. They lose track of handling their customer touchpoints because they forget one simple fact: For business, the engagement with the customer is composed of several processes and sub-processes that will be executed by numerous departments. But for customers, it is just one!

Furthermore, there is an important difference between business processes and customer journeys in regards to applied logic. A business process will be designed and specified from the responsible management and executed as intended by employees. But customers can quit the journey, whenever they want. That’s why a

customer journey describes an anticipated process that is designed by the organization. However, it will be executed by customers at their discretion. The journey might start before the customer interacts with the business and keep going after the transaction with the business is completed and only if seen as successful when completed in its entirety. As a consequence, a customer journey has to provide a number of degrees of freedom to listening and responding to the customer.

Therefore, successful businesses are those that see customer satisfaction as their key differentiator and enabler for success. They truly live these values rather than just going through the motions. They will take an outside-in approach when designing business processes to look at how their customers want to interact with them and build the processes around these customer interactions. So they match the outside-in with the inside-out to incorporate the requirements of both perspectives into their processes. Well-designed customer touchpoints that align business processes and customer journeys lead to customer satisfaction, and customer satisfaction leads to a higher company´s revenue and profits.

Listen to the right voices

In every engagement of an organization with a customer, there are some key characteristics that affect the customer’s experience. Simple questions that should always be answered affirmatively:

How easy was it to contact the organization?

Could the customer use the communication channel he wanted?

Was it easy to order a product or request a service?

Was it delivered when the customer wanted it?

Did the customer get what he ordered?

Did it work or was the service effective?

Was the bill correct?

Could the customer pay using the method he wanted?

Was good help and support provided?

If the customer had a problem, was it dealt with satisfactorily?

All of these are important to the customer, although the comparative importance of the individual elements will vary from customer to customer and for different products, services and industries. What is common to all of them is that they are determined by the business processes and the business strategies. Process and strategy are interdependent. Of course, employing good people who are well trained is vital. But people can only deliver good service, day after day, if they operate within effective and efficient processes. But efficient process can’t be designed without a clear and constructive strategy.

Along with these specific points, good customer experience depends on the effectiveness of the complete journey the customers travel on their way to receiving goods or services, using them and giving a review about the experience to others. The effectiveness of the journey is partly determined by the levels of service the customers have come to expect (e.g., online ordering, personal shoppers, next-day delivery) and also by the way the customers have been conditioned by the experience provided by the best-in-class companies, such as Amazon® and DELL™, for instance.

So as well as thinking just about the needs of the business, it is also important to think about the needs of customers and trends in the market. These three areas can be thought of in terms of “voices” that need to be heard:

The voice of the customer—the customer’s needs, expectations and feelings

The voice of the business—the business objectives and constraints

The voice of the market—current trends and what competitors are doing

Orchestrating all those voices to one symphony of processes will show how the process has to perform. This increases both the customer’s satisfaction and as a consequence the organization’s value. In the accelerating competition of the digital world, customer´s satisfaction and shareholder value will grow together more and more. Corporate strategies based solely on the internal process perspective will not be able to succeed in the customer-centric digital world. Every employee should be aware how he or she contributes and influences to the customer experience to finally increase the company’s value. Combining internal procedures with the sensitivity of ensuring that all critical customer touchpoints are served with the required attention will ensure internal smooth operations and result in an overall better customer experience. What is considered to be the best experience will change over time as customer expectations change, technology changes and best-in-class businesses set higher goals. To formulate an appropriate strategy, you need to embrace all of those voices.

A good customer journey requires good processes

After defining an appropriate customer experience strategy, the processes have to be aligned with that strategy. In general, designing a good process means identifying

the sequence of tasks to deliver business objectives. It’s about looking at the resources and the infrastructures that are required for execution, the environment in which the process operates and the important decisions that have to be made. In practice, there are several paths the process can take and it’s unlikely a design will show

every possible decision and path. But a good process design should identify all

of those that have a significant effect on the customer or the business. To design a good customer journey additionally means to draw a smooth flow of activities and interactions which the customers undertake to achieve their goals. The challenge of a successful customer experience management is designing most comfortable customer journeys that are executable as business processes indeed.

Draft your customer journey

In practice, a customer journey will be created in several steps that keep on repeating again and again to reach and ensure a best practice. It starts drafting a flow of activities customers will undertake to achieve their goals (for instance, how would they order, pay and receive a product). This first draft describes a process instance that shows

the decision points and various paths (and maybe loops) that the journey may take in several business scenarios. Defining all this important potential “scenarios” (i.e., the routes through the journey) is an important early step to take care that the design is as complete as possible and enable later testing to ensure all the different scenarios are effectively catered to. Specific scenarios may be triggered in response to customer needs (e.g., ordering a product) or business needs (e.g., compiling a monthly sales report).

In the past, processes were mostly developed to meet business needs, usually described by a set of “requirements” defined in collaboration with key stakeholders from many parts of the business. However, in order to deliver best-in-class customer service, it is important to put much more emphasis on customer needs, to make the customers to most important stakeholders. Therefore, designers have to anticipate those needs, take the expectations and feelings into account, and build the processes around them. It is important to involve a wide range of business stakeholders in

the modeling: sales, marketing, customer experience teams and process designers. Bring in customers to ensure the model is representative.

To understand and later define those customers’ needs, user stories can be employed to improve the understanding of the customers. User stories are expressed in the form of a statement that identifies the activity the customer wants to perform and the reason for doing it (e.g., “I want to register with a website … so that I can order products in future without having to re-enter all my details”). These user stories are compiled by the business, often by the marketing and sales departments, and in conjunction with the customer using focus groups or agile development methods.

Using the “I want … so that I can …” format makes the story easy to understand and focuses attention on why the customer wants to do something, ensuring the process achieves what was desired rather than just providing a specific functionality. Scenarios are mostly used for testing processes while user stories and requirements are applied when specifying and designing the process. Stories can be defined at varying levels of detail, and a high-level user story can be decomposed into a number of lower-level user stories. User stories are similar to, but not exactly the same as, “use cases” used by software developers who may use the user stories to define their use cases.

Specify the customer journey:

By gathering information (such as demography, behavior and context of the customers), organizations receive valuable insights about potential customers indeed, but often fail to consider their frustration and experience. To specify the customer journey, user stories and business processes are put together to create a first draft of the customer journey map, a technique that is used to design and analyze customer journeys from end-to-end. It shapes the collected data into a story that makes the experience concrete and comprehensible. Even though it is not possible to know the exact journey customers follow in practice, the customer journey map describes the key activities and the key interactions they will have with the business to accomplish their goals.

Generally, a journey map is a common approach to highlight the steps a customer archetype goes through during a journey. It doesn´t replace the internal business models, but it rather amend them by considering the business through the eyes of the customer. Customer journey maps are often used to describe a visionary

representation of how the business imagines how the customer wants to interact with the business. These types will normally be prepared by the marketing department or customer experience specialists. They will employ colorful infographics designed to appeal to customers and sales people. While they are valuable for expressing the vision and setting the direction for transformation projects and IT development, they are not sufficient by themselves for ensuring a good customer experience. In order to ensure both the business processes and IT systems actually deliver the required process respectively customer experience, it is necessary to develop evident journey maps that show the customer journey steps and touchpoints with the details of the business processes in an integrated repository-based software.

While the customer journey steps illustrate the temporal component and build the physical framework of the journey map, the customer touchpoints explain the

interactions between customer and the business. They depict the perception of the experience the customer will have at each step and are specified by additional useful objectives. By characterizing and emphasizing the customer touchpoints, the customer journey map enables different stakeholders to easily oversee the engagement with several customer segments to investigate bottlenecks and take advantage how to design the journey more comfortable.

Just as there are various scenarios for business processes, there are also various routes that customers can take on their journey depending on their needs and their method of interaction. It is important to consider all the most important routes and channels in the customer journey map. Not all customers are alike; different types of people will have different approaches and objectives. By defining different customer journey maps for several customer type groups or “persona” (e.g., small business owner, techie, homeworker or retired person), companies can reflect how different types of people want to interact with the business. As a result, organizations can model flexible respectively multiple journeys to enable several customers achieving their goals ad libitum.

Because of a customer journey may involve interactions with several processes that the business has designed as separate processes (e.g., order handling, billing and fault handling), it is important to look at the complete end-to-end experience of the customer—not just that of a single process or small number of interactions. By designing customer journeys from the customer’s point of view, the business gets the chance to oversee the pure experience, without those process steps that are running in the back-end. Customer journey mapping gives a much more realistic view of what the customer experiences than the analysis of individual processes that are executed by diverse departments. It helps negotiate organizational silos by ensuring that the several processes and sub-processes a customer walks through can be dubbed to each other. In general, a smooth and comfortable performance flow is what really counts for the customer.

Identify and define customer touchpoints:

After the customer touchpoints have been identified and assigned to the corresponding customer journey steps, they are specified by additional dimensions that helps define and analyze the journey. Through the customer touchpoint, an interaction or contact point between business and customers is characterized and described in detail. Customer touchpoints essentially determine the customer experience on a cognitive and an emotional way. The customer’s perception of the journey does not solely depend on objective judgments about the effectiveness and efficiency, but also on much softer issues around what the customer is feeling and expecting. It’s also about how the brand embraces the customer personally. To ensure best customer experience, the customer journey has to deliver best-in-class service at each touchpoint in both cognitive and emotional dimension.

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Performance Management

Corporate Performance Management

A smart solution to formulate organizational strategies and enable decision making process

Discover, measure, and analyze your processes to continually improve them. Enhance quality and efficiency by tracking relevant KPIs and plotting out proper courses of action for your business.

A smart solution to formulate organizational strategies and enable decision making processes

Corporate Performance Management (CPM) refers to a tool used by corporations to formulate organizational strategies through prescribed methodologies, data analysis, processing, and reporting to monitor and manage the performance of an enterprise. In other words, CPM helps corporations use proven and tested methods and processes to improve their business management. CPM are interchangeably named Performance management software or Performance management Solution (PMS)

According to Gartner: “Corporate performance management (CPM) is an umbrella term that describes the methodologies, metrics, KPIs, processes and systems used to monitor and manage the business performance of an enterprise. Applications that enable CPM to translate strategically focused information to operational plans and send aggregated results. These applications are also integrated into many elements of the planning and control cycle, or they address BAM or customer relationship optimization needs. CPM must be supported by a suite of analytical applications that provide the functionality to support these processes, methodologies and metrics.”

Although CPM is misleadingly described as a business intelligence, its concept is straightforward. The CPM output is vital to the organization in ensuring to maintain its key metrics and KPIs to improve its outcome and subsequently build capability of agility and resilience.

Importance of Corporate Performance Management Software

In the era of business management intelligence, corporations must embrace processes automation. Here are some of the benefits of adopting a CPM solution like MetrixPlus.

Importance of Corporate Performance Management Software

In the era of business management intelligence, corporations must embrace processes automation. Here are some of the benefits of adopting a CPM solution like MetrixPlus.

  1. Real-time feedback

Performance Management Software (PMS) has smart dashboards that contain every measurable metric and KPIs a management team needs for the decision-making process. However, the advantage is not in the variety. It’s in the ability to read and use data as changes happen in real-time across all parts of the organization. That is why you need a dynamic interface and capability to build multiple views to have resilience and agility in responding to organizational changes and market distributions.

  1. Data consolidation for easy management

The tools have the intelligence to gather, group, and combine data from multiple sources, whether it is departments, spreadsheets, or building forms with defined SLA to get data on time.

  1. Provide simple data feedback and access

Performance management tools enable managers to have ease of access to information while still fostering accuracy and quality.

  1. Provide ease of risk management

One significant advantage of CPM is the impact analysis. For instance, the model empowers managers to mitigate risks and make informed decisions based on the analyses of the best-and worst-case scenarios.

  1. Ease of collaboration

CPM tools are not only locally integrated but also cloud-connected, which allows all users to stay in sync across all departments.

Sources of Metrics

Information used in the creation of CPM metrics originates from data laying in databases or manually captured from concerned personnel. Those data could contain transactions processed for specific services or information generated from accounting books such as cash flow statements, balance sheets, and income statements. Other sources may include planning, budgeting, and forecasting data, which contain reports such as resource planning, including human resources, services transactions, and financial aspects. Once sources of metrics are identified the KPIs can be formulated.

Therefore, companies should put in place viable frameworks to ensure there is actual performance management and to implement a dynamic CPM solution like MetrixPlus to enable the decision-making process with data on-time according to the updated framework. Below are common frameworks.

Balance Scorecards: A collection of several organizations’ viewpoints

EFQM Excellence Model: A framework that bases strategies on how a competitive organization should operate. This includes several Government Excellence Programs such as:

Dubai Government Excellence Program

Sheikh Khalifa Government Excellence Program

The King Abdullah II Center for Excellence (KACE)

MPO: Maps strategies or trends of how a business should be adapting to the changing global business experiences

Six Sigma: A data-driven framework that ensures the successful operations of a company by eliminating defects by using a simple DMAIC (define, measure, analyze, improve, and control) approach

Global Star Rating for Services:

Key Performance Indicators (KPIs): Measures performance of the above frameworks

Adaa as a performance measurement framework developed by The National Center for Performance Measurement in the Kingdom of Saudi Arabia

The strength of MetrixPlus comes from the ability to adopt any framework without the need for IT development skills. The features of building views are vital for strategy management because strategy is about continuous improvement processes for the whole organization.

Human Performance Management (HPM) vs. CPM

Sometimes in corporate management, it is not apparent what strategic managers mean when they refer to performance management. Although this might create confusion with other systems and impose a differentiation between human performance management (HPM) and corporate performance management (CPM). MetrixPlus enables your organization to define any element (Process, employee, department, service, application, etc.) and easily identify the KPIs related to this element and manage it.

However, and for a matter of clarification, the HPM, performance management refers to the performance of human resources. It pertains to employees’ productivity, their level of satisfaction, employees’ turnover, or their operational capabilities. On the contrary, CPM is about how to communicate, align, and deliver actionable strategies through strategic frameworks, as discussed earlier. Therefore, it’s important to clarify the context of performance management in the discussion.

How to Avoid Corporate Performance Management Pitfalls

When a company communicates effective performance management across the organization, it must draw critical expectations, as well as expected results. However, this does not always happen smoothly, depending on the dynamicity of the selected solution. As a result, CPM faces significant challenges that need remedies in the initial stage as outlined below.

Strategic alignment with organizational context

This refers to ensuring that every part of the organization’s processes and all vital elements are aligned with the primary objective such as initiatives, projects and program management, risk management, services, employees, etc.

Smart automation

A poorly executed CPM will mean absolute failure. That’s why a corporation should establish an accessible, elaborate, and dynamic Performance Management Software. A PMS like MetrixPlus is capable of automating the collection of data using a low-code workflow engine. A PMS that easily integrates, processes, and reports as per proposed standards.

Goals synchronization

Companies should not just use existing strategies without even focusing on their unique strategies. They should instead focus on articulating their primary goals across the corporations so that CPM and all stakeholders are in line with the set strategies. That is why it is again important to select a CPM like MetrixPlus that is capable of building views according to end-user requirements.

Collection of Key Performance Questions (KPQ)

Though derived from KPIs, KPQ is about collecting meaningful, relevant, and usable data by asking the right questions of the proper departments and sources. This is achieved easily by MetrixPlus through a form builder and workflow engine that automate the collection of data on-time.

Fostering a positive learning environment

Once data has been collected, analyzed, and interpreted, the next course of action is using the information in meaningful ways. That is, ensuring that organizations have empowered relevant departments to use, correct, and improve areas suggested by CPM metrics and KPIs.


How to Choose an Effective CPM Software Solution

With the wide range of options in the market, it can be difficult to choose high-performing CPM software. Therefore, below are two fundamental elements to consider when shopping for a CPM solution.

Flexibility and adoption of change

Look for a product that delivers your requirements and is flexible to adopt changes in the future. Concentrate on the features and outcomes that the CPM will provide you.

A product from a reputable organization

A good product must have positive feedback because it drives satisfaction. The opposite is also true for an average product. However, there is an exception to this rule. Some companies may have a great product, but they are relatively new in the market and have yet to receive some feedback. The best way to move forward, in this case, is to use their trial version before committing to purchasing the full package.

MetrixPlus is an evidence-based corporate solution that enables decision making, monitoring goals, processes, services, employees and systems using innovative methodologies, and metrics for large organizations.

One of its kind solution. It enables organizations to capture the present context and its requirements by correlating diverse internal elements and linking them to well-defined metrics and results. In addition, it has the capability to implement proactive practices within its existing processes, monitor a full cycle of Strategy-to-Execute operations including a robust management review, and through a system intelligence to track and assign accurate employee roles and responsibilities, all with an assist from AI.

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Strategy Management

Strategy Management


Working with Palmira, you will be able to identify all that is needed for your company to meet its objectives. We will identify action plans, note KPIs to monitor and deliver smart solutions tailor made to your organization


Strategic management, continuous planning, monitoring, analysis, and assessment of all that is necessary for an organization to meet its goals and objectives. Fast-paced innovation, emerging technologies, and customer expectations force organizations to think and make decisions strategically to remain successful. Strategic management typically involves:

  • Analyzing internal and external strengths and weaknesses.
  • Formulating action plans.
  • Executing action plans.
  • Evaluating to what degree action plans have been successful and making changes when desired results are not being achieved.

A Key Performance Indicator (KPI) is a measurable value that demonstrates how effectively a company is achieving key business objectives. Organizations use KPIs to evaluate their success at reaching targets. Selecting the right KPIs will depend on your industry and which part of the business you are looking to track. Each department will use different KPI types to measure success based on specific business goals and targets. Find out what types of key performance indicators are relevant to your department, industry, or role.

Palmira implements the best solutions for Business Strategy, so organizations can:

Define strategy across all required facts using the business segment matrix and KPI allocation model

Save time with templates for strategy diagrams, strategy allocation diagrams, and SWOT diagrams

Diagrams are linked and repository-based to create a single source of truth, assuring strategy modeling is ready for future use—not just for short-term presentations

Customize these templates to your company’s individual information needs.

Generate business models to describe how your organization creates, delivers, and captures value

Describe key activities, partners and resources, value propositions, customer relationships, customer segment channels, cost structures, and revenue streams

Create organizational models using value chain diagrams and organizational charts

Strategy is vital for a successful business. Government, Banking, and Telco are actively updating their strategies and tactics. For example, Saudi Arabia has an ambitious Vision 2030, UAE introduced UAE 2071 Plan and Dubai has the Dubai 2040 plan. Those strategies need dynamic and powerful technologies to track strategy execution and plan continuous improvement. 

Why choose Palmira?

You can get the most out of their digital solutions by offering a set of tailor-made services to plan, design, and govern digital transformation using numerous platforms and tools.

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