Saturday, July 15, 2017

The Monthly “Performance Master” Book Tuning: Five “WHAT”s in Performance Management July 2017

Managing performance means understanding results, setting metrics, fixing plans, and making decisions to ensure it happens.

Corporate Performance Management is a management control from strategy till shop floor. "If you can't measure, you can't manage," legendary management guru Peter Drucker once asserted. He was right. Managing performance means understanding results, setting metrics, fixing plans, and making decisions to ensure it happens. It takes multi-faceted approaches from multidimensional perspectives. Here are five “WHAT”s of Performance Management.


          Five “WHAT”s in Performance Management  

What are the Characteristics of a Robust Performance Management System (PMS) Although almost all organizations understand how crucial their people factors are for the ultimate business success. Still, many of them treat their talent as cost and resource only, their performance management is process driven and out of date to assess, motivate and measure staff performance objectively. What are the characteristics of robust performance management system (PMS) more specifically?  

What's on your Digital Transformation Scoreboard? Forward-looking organizations are on the journey of digital transformation. How would you calculate the digital maturity score of your organization? Which management metrics should you apply to measure the progress of changes? Proactive or reactive? On the track or too slow? Healthy or sick? The balanced scorecard is a strategic performance management tool that can be used by managers to keep track of the execution of activities by the staff to monitor the consequences arising from these actions. So, what is on your digital transformation scoreboard?

What's the Real Purpose of Performance Indicators? The goal of Performance Indicators is to identify if the adopted strategy, operation, and process, etc are working toward the objective. KPIs should be periodically reviewed and revised depending on what the firm's strategy is and what they are targeting. Are they entering a new market? Is their goal to achieve 25% higher profits than the last 6 months? Have they recently re-engineered their organizational structure? All such questions need to be kept in mind when deciding and revising the KPIs. And you define KPIs to monitor the progress and performance. KPIs should be under constant review to determine if they actually provide the necessary insight into what is happening in order to make informed decisions. If the KPI is not providing the necessary insight, it needs to be refined. KPIs should change when business needs and environment changes.

What do Change Leaders/Managers actually Deliver? People change for a reason; they must have a reason to want to adopt the change. The question to be asked is why are you wanting the change? What do you expect to gain from adopting the change? That is where the change originator defines their deliverables and benefits, in real measurable, quantifiable terms. But what is “Change Management” and how can you define its value?  What do change leaders/managers actually deliver??

What are Key Practical Steps to Improve IT Performance? How to achieve IT efficiency, effectiveness, and agility is the goal every CIO wants to pursue, however, It is not easy because it requires changing the culture and getting the buy-in of the IT resources. Also, in reality, problem is that quite often productivity metrics are nearly nonexistent in organizations for most of IT functions and monitoring is not an easy task. Though the situation varies, still, there are a couple of key steps can be shared in improving IT performance across vertical sectors.

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The "Performance Master" Book Amazon Order Link

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The "Performance Master" Book Introduction Slideshare

The "Performance Master" Book Preview

The "Performance Master" Book Introduction 

The "Performance Master" Book Chapter 1 Introduction

The "Performance Master" Book Chapter 2 Introduction

The "Performance Master" Book Chapter 3 Introduction 

The "Performance Master" Book Chapter 4 Introduction 

The "Performance Master" Book Chapter 5 Introduction 

The "Performance Master" Book Conclusion

The "Performance Master" Quote Collection I

The "Performance Master" Quote Collection II


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