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Performance Management Projects
Real-Time Performance Management in an International Chemicals Company
The performance measurement system for this company was designed to operate in real-time, and to filter out ‘noise’ to help managers to focus on the real issues behind the figures. The measurement in real time allowed managers to react more quickly than traditional retrospective systems. The performance management system linked the efficiency of processes and the effectiveness of the process management at both operational and strategic levels. This direct linkage of performance measures to strategic objectives also gave the flexibility to easily change performance measures as objectives changed without requiring a complete re-arrangement of the performance management system.
Performance Management in a Public Sector Organisation
As part of a restructuring in response to a strategic risk, this public sector organisation needed to reassess its performance management structure. As is common in the public sector, government set some performance measures, but these were inadequate to ensure management that departments were operating effectively. In workshops with managers, it became clear that there were significant gaps in the performance management structure, which had led to confusion over roles, responsibilities, and accountabilities.
Performance Management in an NGO
This NGO had never had an effective performance management structure. Its main activities were only measured at point of delivery which did not provide managers with timely information needed to prevent problems before they hit customers. Deadlines were regularly missed and managers had no usable information on either progress or quality.
Reviewing Performance Management in an Industrial Group
This group had undergone a restructuring to allow it to address more diverse markets. The review of the performance management structure established that at two levels of the organisation, managers had no usable performance measures that would allow them to take decisions effectively. The holes in the Performance Management structure prevented effective governance, creating a strategic decision making vacuum and led to serious strategic mistakes being made.