Performance Management.pptVIP

1 February 4, 2000 Presentation Title Panel Three: Organizational Design AnalysisPerformance Management Performance Management Best Practice Research Performance Management Overview Performance Management Overview Characteristics Key Questions Linked to objectives Can the measure be aligned with an objective? Controllable Can the results be controlled or significantly influenced under a span of responsibility? Actionable Can action be taken to improve performance? Simple Can the measure be easily explained ? Credible Is the measure resistant to manipulation? Integrated Can the measure be linked both down and across the organization? Measurable Can the measure be quantified and is it cost-effective to collect ? Performance Management Overview Performance Management Framework Components “Who are we?” “How do we set direction?” Key Questions: What are the key actions that will enable us to accomplish our vision, mission and values? How do these actions relate to both traditional and new economy assets? “What do we want to achieve?” “What does Met Technologies need to do to be successful?” - Draft “How do we measure strategic success?” - Draft Performance Management Best Practice Research Best Practice Research * Physical Employees Customers Organizational Financial customers channels alliances employees suppliers partners cash receivables debt investments equity land buildings equipment inventory leadership strategy knowledge values brand innovation systems process Old Economy New Economy Performance Management Overview Organizations transitioning into a New Economy player must develop measures that expand beyond traditional financial statement assets (i.e., physical and financial) to non-financial, intangible assets (i.e., organization, customers and employees) to truly understand the value and success of the company. Develop Strategy Leadership Team Management Team Processes Individual Vital Signs Manage Results Manage Execution Perform Day to D