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Small and medium-sized enterprises (SMEs) have particular characteristics (such as limited resources, strong personal influence of the owner-manager etc.) that make the management of their operations and strategy different from those of large corporations. Oftentimes strategy is not that well-articulated, processes are not that configured and there are not so many standards and management procedures.
Over the last few years, the use of the term “Strategy Execution” witnessed a dramatic increase in popularity in the business environment, mainly in the language used by consultants.
The process of creation is very important in music. In order to create great symphonies you have to be results-orienteted, metrics driven and always think outside the box. The same applies to performance management.
A model is a simplified representation of the world. According with The American Heritage Dictionary (2001), a model can have multiple significations, one of the most used being “a schematic description of a system, theory, or phenomenon, that accounts for its known or inferred properties and may be used for further study of its characteristics”.
Between March and May 2009, Business Application Research Center (BARC) an unbiased market analyst based in Germany, conducted a study regarding the maturity of organisational Performance Management processes. The study had 553 respondents from around the world, across a wide range industries, countries and organizations.
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