Expert Interviews Series: Accountability, KPIs, and Execution with Ghazi Hael Alanazi

Written by Len on May 13, 2026. Posted in Interviews

What separates a performance management system that drives real results from one that simply produces reports?

According to Ghazi Hael Alanazi, the answer lies in execution, accountability, and disciplined decision-making.

As the Administration Director of Northern Area Armed Forces Hospital in Saudi Arabia, Alanazi shares valuable insights on the future of performance management, the growing role of AI and sustainability, and why organizations must move beyond traditional KPI tracking toward systems that actively guide strategy and operational outcomes.

What key trends in organizational performance management have you observed emerging so far in 2026?

In 2026, performance management is shifting toward real strategy execution. Organizations are using real-time KPIs, clearer decision ownership, and AI-driven insights. There is also a stronger connection between performance, risk, and sustainability, making systems more practical and closely tied to actual business outcomes.

Which existing trends, topics, or aspects within performance management have lost their relevance or importance?

Traditional KPI reporting without action has lost relevance. Static annual plans, disconnected scorecards, and overengineered frameworks that fail to support decision-making are becoming obsolete. Focusing only on measurement without accountability, execution, and real business impact is no longer acceptable in today’s performance environment.

What does the corporate performance management system of the future look like?

The future system is fully integrated with strategy execution. It connects objectives, KPIs, initiatives, and risk within a unified framework. It operates on real-time data, supported by AI-driven insights and clear decision ownership. The focus is less on reporting and more on guiding decisions, enforcing accountability, and continuously improving performance.

What will be the major challenges in managing performance in the future, and how should organizations prepare?

The main challenge is maintaining discipline. Organizations often struggle to enforce accountability, align decisions, and sustain focus. Data overload is another growing issue. To prepare, organizations need strong governance, clear decision rights, simplified KPI structures, and leadership commitment to using performance systems as management tools.

How is technology impacting the way organizations conduct strategic planning and manage performance?

Technology is transforming performance management from periodic reporting into continuous monitoring. AI and analytics provide faster insights, while integrated platforms connect strategy, KPIs, and execution. Tools such as BI dashboards and AI copilots improve visibility, but their real value depends on how effectively organizations embed them into decision-making and governance processes.

How is sustainability impacting the way organizations conduct strategic planning and manage performance?

Organizations are integrating ESG factors into KPIs, risk management, and decision-making. This shift encourages a stronger focus on long-term value rather than short-term results. The challenge is ensuring sustainability becomes measurable and actionable, rather than remaining only a reporting requirement, while linking it directly to performance and accountability.

Practice

What should be improved in the use of strategy and performance management tools to make organizations more resilient to future crises?

Most tools need to become simpler and more connected. Organizations should reduce complexity, link KPIs directly to decisions, and integrate risk into performance systems. Flexibility is also essential, as systems must adapt quickly during disruptions. The focus should move from tracking performance to enabling fast, informed, and aligned decision-making.

While navigating challenging times, what would you consider a best practice in performance management?

The key practice is maintaining focus. Organizations should prioritize a limited number of critical KPIs, align leadership around them, and review performance frequently. Clear decision ownership is essential. During difficult periods, simplifying the system and enforcing accountability has greater impact than adding more metrics or complex frameworks.

How does benchmarking support the improvement of performance management and target-setting systems?

Benchmarking introduces external perspective into the system. It helps validate targets, identify performance gaps, and challenge internal assumptions. When applied effectively, it shifts discussions from opinion to evidence. Its real value emerges when organizations use benchmarking to drive decisions and continuous improvement.

Research

Which organizations would you recommend observing for their approach to performance management, and why?

Organizations such as Amazon, Microsoft, and Saudi Aramco are strong examples. They combine clear strategy, disciplined execution, and data-driven decision-making. What stands out is how leadership uses performance management to drive accountability and results at scale.

What aspects of performance management should be explored further through research?

More research is needed on how performance systems influence decisions and organizational behavior. The relationship between KPIs, incentives, and actual execution outcomes remains weak. In addition, the role of governance and decision rights in making performance systems effective requires deeper practical exploration.

What are the key competencies of a successful business leader or C-level executive?

A successful C-level executive must think systematically. They need strong decision-making skills under uncertainty, clear ownership of outcomes, and the ability to align the organization around priorities. Discipline in execution, governance awareness, and the ability to translate strategy into results are more critical than technical expertise.

What are the key competencies of a strategy and performance manager today?

They must be able to connect strategy to execution. Strong capabilities in KPI architecture, data interpretation, and performance analysis are essential. More importantly, they must enforce accountability, support decision-making, and understand how organizations operate to ensure performance systems function effectively in practice.

What are the recent achievements in generating value from performance management in your organization?

We shifted performance management from reporting to execution control. We redesigned KPIs to align with strategic objectives, introduced clearer ownership, and improved executive dashboards for decision-making. This increased visibility, reduced ambiguity, and helped leadership respond faster. The greatest value came from transforming performance management into an active management tool.

No “I” in team: the significance of multilateral coordination between government entities

Written by Kimberly Tilar on December 18, 2023. Posted in Interviews, Practitioner

Rayed Alhumaid is the current Head of the Strategy & Institutional Performance Program for the Kingdom of Saudi Arabia’s Ministry of Finance. He previously participated in the drafting and planning of the digital projects portfolio for the Ministry of Higher Education.

Strategy and performance management in government: top tools and best practices

Written by Len on December 6, 2023. Posted in Interviews, Practitioner

As a Strategic Planning and Performance Manager, Aubrey Phillips engages both people and data to optimize departmental efficiency. She has demonstrated leadership by spearheading interagency teams responsible for the development of Pinellas County’s COVID-19 dashboard and relief programs. Aubrey holds a bachelor’s degree in political science and environmental studies from New College of Florida, along with an advanced Geographic Information Systems certificate.

Performance and sustainability in government: an interview with a leadership and strategy professional

Written by Len on November 28, 2023. Posted in Interviews, Practitioner

Government organizations are on an ongoing journey towards excellence, continually developing performance measurement methodologies and incorporating sustainability into their major operations. This commitment to systematic improvement includes investing in professional development and training and ensuring that resources are distributed strategically to promote advancements in the public sector. How can these be accomplished?

In an interview with Performance Magazine, Turki Mohammad Alderaan, Technical Vocational Training Corporation (TVTC) Trainer and Director of the Risk Department at Al-Jouf University in Saudi Arabia, shares his insights on how organizations can adapt to emerging trends, stay updated on the latest strategic planning practices and performance management frameworks, and prepare government talent and citizens for the future.

How important is strategy planning and performance management in your government agency, which is responsible for regulating and providing technical and vocational training in Saudi Arabia?

The TVTC supervises more than 283 organizations that belong to it and more than 1,100 training and development consulting private sector. To regulate this enormous number, we tend to involve the stakeholders’ leaders early to achieve their strategic goals. In 2021, the TVTC was ranked 9th according to knowledge indicators from The Mohammed bin Rashid Al Maktoum Knowledge Foundation ( MBRF).

Could you provide us with an example of a successful initiative in your organization that has brought great value to the quality or efficiency of business planning and managing performance?

“Hidden Explorer” is a significant initiative that ensures organizations’ services meet regulations and are monitored for growth. A recent report measured 14 essential services offered by 60 institutions, showing an average improvement of 3.8 out of 5 compared to the previous year. This initiative enhances business planning efficiency and ensures continuous growth.

How does your organization adapt to trends and stay updated with the latest strategy planning practices and performance management frameworks?

Our organization uses statistics to measure performance, implement initiatives, and stay on track toward strategic and operational goals. It also uses dashboards to monitor tasks at all administrative levels, facilitating corrective measures and adaptations.

Trends

What are the key trends that have shaped the public sector in recent years?

The Kingdom of Saudi Arabia (KSA) launched the National Transformation Program in 2016 to support government performance, digital transformation, private sector development, economic partnerships, community development, and resource sustainability. The program aims for a 92% transformation maturity rate by 2025.

What strategic approach would you advise governmental entities to take in order to counteract increased volatility and unpredictability?

Assuming that the future will be similar in terms of strategic planning is one of the most common mistakes, as technical management tools often require development. The optimal approach for the government sector is scenario planning, which focuses on identifying possibilities and their impact on operations, as well as potential scenarios that ensure goal achievement.

Per the World Economic Forum’s “Future of Jobs Report 2023,” technology and digitalization are driving the decline of clerical and secretarial roles. What is the government’s role in developing future job skills for citizens?

The KSA’s Ministry of Human Resources adopted the National Transformation Program, sponsored by Vision 2030, to develop a human capacity development program which set 12 main goals and linked them to 24 indicators and 69 initiatives. The program aims for global competition by developing essential skills and knowledge for human resource development.

The public sector faces potential talent loss due to changing compensation and work setup preferences, as stated in a recent Forbes article. What can governments do to attract and retain talent?

Focusing on attracting talents rather than developing them from within can be a future problem. Therefore, some governments, such as Saudi Arabia and Singapore, have begun to provide training and development grants. Since the launch of the National Transformation Program, government agencies have secured 550,000 jobs between 2016 and 2020.

What role will governments play in the artificial intelligence (AI) revolution?

Governments must adopt AI technologies for digital transformation and ambitious decisions. Saudi Arabia adopted the “Global Summit on Artificial Intelligence,” and the NEOM CEO confirmed its importance. Reliant on AI, NEOM’s “L INE” project—a city that runs on 100% renewable energy— is the future. Governments must be forward-looking and ambitious in their plans to pursue this revolution.

Strategy and Performance Practices

What would you advise multilateral institutions to reach effectiveness and alignment in strategy planning and implementation?

Strategic planning enhances coordination and cohesion within an organization, providing clarity on goals and objectives. It is complex in multilateral environments and requires pre-analysis and consultation with all parties. A strategic planning framework ensures standardization and diversification while shaping objectives and indicators using a logical framework for results-based management.

What are the key success factors for governments to build consistency in strategy and performance management?

A comprehensive vision ensures the integration of goals and interests across all sectors, limiting capabilities and linking plans to strategic plans. A results-based management approach helps all sectors achieve a common vision perfectly, leading to a cohesive and effective organization.

What are the most common pitfalls in strategy and performance management in governmental institutions? What can be learned from it?

The performance measurement management process fails due to the lack of correct and accurate selection of performance measures. Many leaders believe that performance measurement is a simple and clear process, and this is a false belief. It requires leaders to be aware of the consequences of the performance measures they choose. There is a “dark side” to all measures. One of the crucial challenges government institutions face involves activating an integrated performance measurement department that is supported by competencies and adopting best practices.

What are the five characteristics of a high-performance government?

The following characteristics should be systematic to ensure a high-performance government:

Digital transformation (e-government)
Activating the integrated system for job performance planning and management
Continuous development of performance measurement methodologies in government organizations
Considering institutional sustainability in all activities of the organization
Allocating the necessary resources for continuous professional development and training

What is the key performance management tool used in your organization that drives decision-making? (Is it the strategy plan, the strategy map, the balanced scorecard, or an executive dashboard?)

All of what has been mentioned must be relied upon, but each in its own phase. As for the dashboard, it is the one that supports the speed of the decision-making process, as notes appear quickly.

If you could convey the essence of government performance in three indicators, what would those be?

The percentage of digital transformation in the services provided
The effectiveness of the performance measurement methodology
The number of development and training hours is based on each employee’s systematic criteria

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Turki Mohammad Alderaan is an organizational development expert in multiple governmental sectors, a leadership and strategy professional, an executive performance mentor, and a performance design and measurement specialist. To learn more about his professional credentials and perspectives in the field, you can connect with him on LinkedIn.

Redefining success in the public sector: a practitioner’s perspective

Written by Len on October 19, 2023. Posted in Interviews, Organisational performance

What should leadership in the public sector look like as it faces significant changes in the world that impact agenda-setting and decision-making? As the strategic planning and performance manager of Pinellas County Government in the US, Aubrey Phillips leverages a unique blend of data analysis skills and interpersonal communication to optimize organizational efficiency.

One of her notable accomplishments was overseeing the development of Pinellas County’s COVID-19 dashboard and alleviation initiatives through interagency collaboration. Phillips holds a bachelor’s degree in political science and environmental studies from New College of Florida, along with an advanced certificate in Geographic Information Systems. In this interview, she discusses her professional journey and insights into the dynamic world of strategy and performance management in the public sector.

Would you tell us more about your educational and professional background? How did your previous experiences lead you to your current position?

I started working in local government as an undergraduate, eager to make a difference. Early on, I piloted using the Conservation Measures Partnership’s standards and saw the benefits of engagement and evidence. From there, I have continued seeking opportunities to practice change management, drive operational efficiencies, and influence organizational performance.

What are your main responsibilities and goals in your current role?

My role focuses on empowering employees to build a continuous improvement culture, celebrating learning, and driving strategic outcomes. My main responsibilities involve facilitating strategic and operational planning and analytics; providing courses, tools, and coaching; administering data systems and standards; and providing consultation, research, and analysis to improve service delivery and efficiency.

Please take us through your daily job routine. Could you describe in detail your activities and work hours? You may specify certain areas of your job, such as your work arrangement (remote, on-site or hybrid) and the stakeholders you frequently contact or meet with.

Anchored by a weekly team huddle, planning and time-blocking keep me focused through the week. I’m typically on-site part of the week, depending on the courses, facilitations, and meetings scheduled. Working organization-wide and with employees at every level, a hybrid arrangement helps me stay connected while minimizing windshield time.

Do you think that strategy and performance management in the public sector is different from that in the private sector? How?

Broad public records laws mean there’s no locker room in public sector strategy and performance management. Everything happens in the sunshine of the arena, presenting challenges but also opportunities for shared learning. Extending the metaphor, the goalposts in the public sector are more mercurial than relatively straightforward profit margins.

What are the main achievements you are proud of thus far during your time working in strategy and performance management in the public sector?

Whether establishing a nationally recognized community gardens program, engaging community partners and county staff to shape and deliver federally funded COVID relief programs, or analyzing and addressing key drivers of employee and community satisfaction, I take the most pride in work that has brought people together on solutions.

What are the main challenges that you face working in strategy and performance management in the public sector? When faced with such challenges, what do you do?

The main challenge is that there’s always more that can be done. Harnessing data and collective wisdom are keys to helping prioritize efforts that will do the most good. I also focus on my influence as a “decision architect” and use data to communicate the impact of decisions to others.

For the future of your career, do you intend to keep on working in the public sector, switch to the private sector, or does the sector not really matter to you? Why?

While my roots are in the public sector, where I work matters less than the mission. I expect my work will always aim to be in service to the public, and there are many private sector organizations making incredible contributions to moving strategy and performance management forward in the public sector.

If someone is looking to work in strategy and performance management in the public sector one day, what skills, knowledge and experience would you advise them to acquire?

Project and change management, process improvement, and data analysis and visualization are great to start with. Pair those with skill-building around relationships, the ability to have difficult conversations, facilitation, and learning on the fly to navigate change. From there, put some skin in the game, volunteer for opportunities to practice key skills, and seek feedback.

Read more of Aubrey Phillips’ insights on strategy and performance management in the upcoming government issue of Performance Magazine – Print Edition. Stay updated by subscribing to TKI’s LinkedIn page!