In today’s business environment, strategic initiatives are becoming more and more complex. However, there are few organizations that have tools implemented to routinely monitor the initiatives’ performance.
What is the portfolio of initiatives? Briefly, it is a collection of projects the organization is implementing in order to fill an existing performance gap and achieve the desired state. The important part is to develop this tool based on the Balanced Scorecard of the organization. Thus, for each objective, initiatives have to be identified, to support their achievement.
Can you imagine your organization as a Ferrari or a McLaren? Your management team as the pit crew and your sales force as the race team? A Formula 1 racing team model can be used as a metaphor for business, as they have many elements in common.
Performance management, at least at the employee level, has received serious criticism from multinationals such as Microsoft, General Electric, Adobe, Goldman Sachs Group and Google, in the past 5 years. The traditional ranking system and KPI measurement used in the appraisal process provided little added value for the organization, for managers or for the individual. Practice has proved that a measurement system is merely a promise of improvement.
We proudly present to you the July edition of PERFORMANCE Magazine, printed edition.
Adrian Brudan has manifested his interest for the discipline of Performance Management while he was still within the international learning environment of the Aarhus School of Business in Denmark. Further on, he dedicated the following years to intense research, KPI documentation and implementation of multiple Performance Management initiatives, within The KPI Institute. Presently, Adrian is the General Manager of The KPI Institute EMEA. As an educator, Adrian contributed to the design of The KPI Institute’s core educational programs, which he has been successfully delivering for several years now, in multiple international settings across the globe.