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Academic Interview: Shadi Abouzeid, Director of CEPPS and Professor of Decision Sciences at the American University in Dubai, UAE


The KPI Institute’s Performance Management in 2014: GCC Special Edition report is built on the belief that a balanced approach in such research endeavours can only be achieved by triangulating the opinions of practitioners, academics and consultants alike. In 2014, Shadi Abouzeid, Director of CEPPS and Professor of Decision Sciences at the American University in Dubai, was one of the academics who offered us rich insights into performance related research and trends.

“The ever fast changing environment requires us to be agile and, hence, the interest in Performance Management is becoming even greater.”

  1. What does the term Performance Management mean to you?

The ability to monitor strategy execution and, hence, act at an early warning if there are any deviations.

  1. What drives interest in Performance Management?

The ever fast changing environment requires us to be agile and, hence, the interest in Performance Management is becoming even greater.

  1. What are your thoughts on the relationship between Performance Management at organizational, departmental and individual level?

They should all be linked together in a smart way so that each individual is able to measure his/her contribution towards the achievement of the overall strategy.

  1. What are the 2014 key trends in Performance Management from your point of view?

The liaison between Performance and Results Indicators and how to really identify which of them are the real KEY.

  1. What aspects of Performance Management should be explored more through research?

Measuring the negative impacts of some measures imposed on businesses. i.e. we set some indicators in the hope of improving and the end results turns up being more negative.

  1. Which companies would you recommend to be looked at, due to their particular approach to Performance Management and subsequent results?

Innovative driven organizations are the best nowadays, since they need to be extremely agile.

  1. Which are the main challenges in today’s Performance Management practice?

The ability to measure in a fast, reliable and actionable manner.

  1. What do you think should be improved in the use of Performance Management tools and processes?

Create the link between Strategy, Operations and IT.

  1. What would you consider best practices in Performance Management?

Having organizational workshops to identify indicators instead of using a top down approach.

  1. Which aspects of Performance Management should be emphasized during educational programs?

Demystifying Performance Management and how it can be used to really drive positive actions and results.

  1. Which are the limits in order to achieve higher levels of proficiency in Performance Management among practitioners?

Organizational inability to change.

  1. If you are to name, in a few words, the main aspects governing Performance Management today, what would they be?

Negative aspects: Ego, Short-term thinking.

  1. What is your opinion on the emerging trend of measuring performance outside working hours?

Social Media.

  1. Are you using any kind of personal performance measurement tools? If yes, please describe how this has influenced your life.

Using a white board.

  1. Do you have any tips for successfully managing one’s work-life balance? What are your thoughts?

Always a tough question, but self-realization only happens by identifying what you want first and then go and get it.

  1. We are developing a database of Performance Management subjects and degrees. Which are the subjects/degrees you have come across and at which university? (i.e. subjects or degrees such as the Masters in Managing Organizational Performance)

Post Graduate Diploma in Performance Management at the American University in Dubai.

 For more interviews with specialists in the field, peruse through our report Performance Management in 2014: GCC Special Edition! Should you be interested in having your interview featured in one of our publications, contact us at [email protected]!

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