Aligning Business Units With Organisational Strategy

SAS recently published an article reporting on outcomes from a survey of 1100 business professionals regarding their Performance Management efforts. Key outcomes from the survey include:

  • [in most cases] most areas of the organization are involved in performance management activities to some degree . . . only 16 percent of respondents indicate that performance management efforts are contained within [just] one department.
  • enterprisewide [performance management] initiatives are not the norm. Most efforts involve many departments, but only a third of these are aligned strategically across departments.
  • when performance management programs are implemented at the enterprise level, they do not necessarily lead to better results. The problem? Large-scale deployments are often bogged down by their own weight.
  • To counteract these difficulties, large companies embarking on performance management programs might consider starting by syndicating a few key departments and expanding as the effort gains traction.
  • companies must nurture a culture of commitment and collaboration
  • many companies admitted to struggling with alignment issues, such as collaboration, resource optimization and tying planning to strategy, and it appears that they are looking to performance management systems to help
  • align first, and the rewards – including revenue growth, financial transparency, competitive advantage and agility – will follow.

Thanks to the Be Excellent blog for alerting me to this.

Sorry, comments are closed for this post.

Aligning Business Units With Organisational Strategy

SAS recently published an article reporting on outcomes from a survey of 1100 business professionals regarding their Performance Management efforts. Key outcomes from the survey include:

  • [in most cases] most areas of the organization are involved in performance management activities to some degree . . . only 16 percent of respondents indicate that performance management efforts are contained within [just] one department.
  • enterprisewide [performance management] initiatives are not the norm. Most efforts involve many departments, but only a third of these are aligned strategically across departments.
  • when performance management programs are implemented at the enterprise level, they do not necessarily lead to better results. The problem? Large-scale deployments are often bogged down by their own weight.
  • To counteract these difficulties, large companies embarking on performance management programs might consider starting by syndicating a few key departments and expanding as the effort gains traction.
  • companies must nurture a culture of commitment and collaboration
  • many companies admitted to struggling with alignment issues, such as collaboration, resource optimization and tying planning to strategy, and it appears that they are looking to performance management systems to help
  • align first, and the rewards – including revenue growth, financial transparency, competitive advantage and agility – will follow.

Thanks to the Be Excellent blog for alerting me to this.

Sorry, comments are closed for this post.