Posts Tagged ‘Performance Management’

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.

Meta, Amazon Push Stricter Employee Performance Standards

Written by Paolo Orduna on May 7, 2026. Posted in News

Meta To Roll Out Changes to Performance Review System in 2026

Tech giant Meta is redesigning the way it reviews employee performance in 2026, according to a report by Business Insider. The revamp will incorporate a review platform dubbed Checkpoint, which will be used to re-examine employee performance biannually to determine if there are any changes. Checkpoint will hone in on identifying both top and bottom performers, rewarding the former with bonuses that could amount to up to 300% of their pay. “While our employees have always been held to a high-performance, impact-based culture, this new direction allows for more frequent feedback and recognition in a more efficient way,” a Meta spokesperson said. Meta is set to implement the changes in the middle of 2026.

Amazon Now Requiring Proof of Productivity for Performance Evaluations

Amazon’s annual review process, known internally as Forte, now reportedly requires employees to list three to five primary accomplishments for the year as proof of their performance. This information was gleaned from internal guidelines acquired by Business Insider. The guidelines define accomplishments as “specific projects, goals, initiatives, or process improvements that show the impact of your work.” Amazon’s mandate for employees to provide proof of productivity during performance reviews appears to be part of a larger cultural shift in the corporate sector. In September 2025, xAI employees were also asked to list their responsibilities and accomplishments to determine their future in the company.

AI Layoffs Continue to Impact Tech Sector

The technology sector has been hit with another round of layoffs. Quarterly reports indicate that one of India’s prominent IT services firms, TCS, has laid off around 30,000 employees over the span of six months. This massive downsizing was reportedly driven by widespread artificial intelligence (AI) adoption within the tech industry. These layoffs are not localized phenomena. On the other side of the world, Silicon Valley has faced similar circumstances, as 2025 also saw several AI-driven layoffs. The layoffs appear indicative of a trend, something many experts expected. In 2025, Goldman Sachs published a report predicting AI-driven layoffs to continue. .

Study Shows Employees Find Narrative-Based Performance Reviews Most Fair

A study conducted by researchers at Cornell University found that narrative-only feedback is considered by employees as the most fair form of feedback in the context of performance reviews. Published in December 2025, the study compared responses from 1,600 employees to performance feedback organized in three formats—numerical-only, narrative-only, or mixed. The researchers attribute the study’s findings to the employees’ perception and interpretation of data. “We guess that the presence of a numeric component in the combined feedback may have been interpreted as evaluative or accountability focused [sic], rather than developmental. Employees may view feedback with numerical ratings as highlighting their weaknesses,” they wrote in the report. Despite the findings, the researchers are hesitant to recommend exclusively using narrative-only performance assessments, stating, “…if you don’t have numbers, there can be some other disadvantages when you are trying to do things like administer bonuses or promotions.”

Why Strategies Fail: The Real Challenge of Cascading Goals and Organizational Alignment

Written by Andrei Costea on April 30, 2026. Posted in Articles, Strategy

The Gap Between Strategy and Execution

When Good Strategies Lead to Poor Results

Most organizations struggle to make their strategy work for them, not against them. Leadership teams invest time defining clear goals, yet months later, progress feels disconnected. Teams stay busy, but outcomes don’t reflect the original intent. The issue rarely lies in the strategy itself; instead, it emerges in the space between planning and execution, where goals are expected to translate into action but often don’t. This gap forms because strategy is typically defined at the top but not effectively translated downward. As it moves across departments and teams, it loses clarity, context, precision, and urgency. What begins as a focused direction becomes fragmented efforts, with each part of the organization interpreting priorities according to its specific needs.

Why Employees Feel Disconnected from Strategy

A significant portion of employees don’t fully understand their company’s strategy or how their work contributes to it. This lack of clarity creates a ripple effect. People default to what they believe matters, which often leads to redundant efforts or misplaced priorities. Without a clear line of sight between daily tasks and long-term goals, work becomes activity-driven rather than outcome-driven. The activity becomes the outcome in and of itself. This disconnect also impacts motivation. When individuals can’t see how their contributions fit into a larger purpose, engagement drops, and whilst teams may still perform their roles as expected, without alignment, their efforts rarely compound into little more than droll progress at best.

The Cost of Misalignment in Daily Operations

Misalignment is not always obvious at first. It shows up subtly in duplicated work or conflicting priorities that beget delays caused by constant clarification and reclarification. Over time, these small inefficiencies accumulate into larger organizational challenges. Departments begin optimizing for their own success metrics, often at the expense of broader company goals. Instead of moving in one direction, the organization pulls itself apart. Meetings increase, coordination becomes more complex, and leadership spends more time realigning than advancing strategy. The result is a system where effort is high, but impact remains limited.

Understanding Cascading Goals and Why They Matter

What Cascading Goals Actually Do

Cascading goals provide a structured way to connect high-level strategy with everyday work. Rather than keeping objectives at the leadership level, they break them down into actionable goals for departments, teams, and individuals. This process ensures that strategic priorities don’t remain abstract but become part of daily execution. The purpose is not simply to distribute goals downward but to create alignment across the organization. Each level interprets and translates the strategy in a way that fits its role, while still maintaining a clear connection to the bigger picture.

How the Cascade Works in Practice

The cascading process typically follows a logical flow. Leadership defines a small set of clear, measurable strategic goals. Departments then translate these into functional objectives based on how they contribute to those goals. Teams further refine these into specific KPIs they can control, and managers connect those KPIs to individual responsibilities. When this process is done correctly, every layer of the organization understands its role in achieving the overall strategy. There is no ambiguity about priorities, and each action contributes to a shared outcome.

Why Alignment Depends on More Than Structure

While the structure of cascading is important, alignment ultimately depends on communication and transparency. Employees need to understand not just what they are doing, but why it matters. Without this context, even well-defined goals can lose their impact. Effective cascading also requires two-way communication. Teams must be able to provide feedback, highlight constraints, rearrange objectives, and adapt goals when necessary. This balance between direction and flexibility is what turns cascading from a rigid system into a practical one.

**Where Cascading Breaks Down (*and What Causes It***)

Misaligned KPIs and Conflicting Priorities

One of the most common issues in organizations is misaligned KPIs. Teams often define success based on what they can measure easily, rather than what supports the overall strategy. This leads to situations in which different departments work toward goals that unintentionally conflict. A company might aim to improve customer experience, while individual teams focus on speed, cost reduction, or output volume. Each goal may seem valid in isolation, but without alignment, they create friction instead of progress.

Silos, Ownership Gaps, and Communication Failures

Siloed thinking emerges when departments operate without visibility into each other’s goals. This lack of coordination leads to duplicated efforts and delayed outcomes. At the same time, unclear ownership creates confusion about who is responsible for driving specific results. Communication plays a central role in both of these challenges. When strategic goals are inconsistently reinforced or not clearly explained, teams are left to interpret them on their own. This results in fragmented execution and ongoing misalignment.

Overcomplication and Lack of Follow-Through

Another common breakdown occurs when organizations overcomplicate their cascading systems. Too many layers create confusion rather than clarity. Employees struggle to prioritize, and focus becomes diluted. Even when goals are well defined, they often fail due to a lack of follow-through. Without regular reviews, audits, updates, analyses, and adjustments, alignment weakens over time. Strategy becomes static, while the business environment continues to change.

Building Alignment Through Effective Cascading

Keeping Goals Focused and Visible

Effective cascading starts with simplicity. Organizations that limit their strategic goals to a small, focused set are more likely to maintain alignment. Clear goals make it easier for teams to understand priorities and translate them into action. Visibility is equally important. When goals are accessible through shared dashboards or centralized systems, alignment becomes part of daily work. People are more likely to stay focused when they can see how their efforts connect to broader objectives.

Creating Accountability and Continuous Alignment

Alignment is not achieved solely through goal-setting. It requires ongoing management. Regular performance reviews and feedback loops help ensure that goals remain relevant and achievable. These moments of reflection allow teams to identify misalignment early and adjust accordingly. Clear ownership also strengthens accountability. When individuals understand their responsibilities and how they contribute to team outcomes, execution becomes more consistent. Accountability shifts from being enforced to being naturally embedded in the system.

Balancing Structure with Flexibility

While cascading provides structure, it should not limit adaptability. Organizations need to remain flexible as priorities evolve. This means allowing teams to adjust goals, refine KPIs, and respond to new challenges without losing alignment with the overall strategy. The most effective systems combine structured goal-setting with continuous feedback and collaboration. This approach ensures that alignment is maintained, even as conditions change.

Final Thoughts

Organizations rarely fail because of poor strategy. More often, they fail because the strategy never fully connects to execution. Without alignment, even the best plans remain theoretical, while teams continue working without a shared direction. Cascading goals address this challenge by creating a clear link between high-level objectives and everyday actions. They provide structure, improve visibility, and help organizations move as a cohesive system rather than a collection of independent parts. When alignment is achieved, the difference is noticeable. Work becomes more focused, collaboration improves, processes interlink, and progress becomes measurable. Strategy stops being something discussed in meetings and starts becoming something that actively drives results. In the end, cascading is not just a process. It is a way of ensuring that every effort within an organization contributes to a common purpose.

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If you’re ready to close the gap between strategy and execution with a structured, practical approach, explore the Certified Strategy and Business Planning Professional and Practitioner by The KPI Institute and see how it supports real-world alignment in practice: https://kpiinstitute.org/strategy-and-business-planning-professional-certification-presentation/

The Main Components of a Performance Management Architecture

Written by Paolo Orduna on January 24, 2026. Posted in Organizational Performance

A performance management system (PMS) is composed of several interconnected elements. In this webinar, The KPI Institute’s Head of Professional Services ASEAN, Andrea Minelli, is joined by special guest FX Syuralpha, an HR practitioner with a strong background in performance management and other related disciplines. The two experts discuss the core components of a PMS, how these tools are designed, their purpose, and how they fit into the design of a comprehensive PMS architecture.

Excellence in action: evaluating performance management practices for a promising organization

Written by Cristina Mihăiloaie on December 29, 2023. Posted in Articles, Strategy

No matter where an organization stands on its journey, ensuring that its performance management practices are up to par can influence its progress. Done correctly, this could be the edge that sets it apart from the competition.

The KPI Institute (TKI), through the efforts of the dedicated members of The Global Performance Audit (GPA) Unit, has successfully collaborated with the Talent and Performance Management Department of the Tourism Development Fund (TDF) to evaluate the performance management practices of the organization. This evaluation encompasses various areas, such as strategic planning, corporate performance management, employee performance management, and organizational culture.

The TDF is a young organization established in Saudi Arabia in 2020 with the mandate of driving growth in the national tourism sector by enabling private investments. With nearly 200 employees, the TDF has set up a formal division dedicated to managing strategy and performance. It comes with specialized departments responsible for handling key processes like strategic planning, corporate performance management, strategic initiatives portfolio, organizational excellence, research, and insights. Similarly, people’s performance and organizational culture are guided by specialized teams.

The KPI Institute’s maturity assessment for the division adhered to a holistic approach in both project coverage and methodology. In terms of coverage, the following organizational capabilities were evaluated: strategic planning, performance measurement, performance improvement, employee performance culture, and organizational culture.

Figure 1. Integrated Performance Management Maturity Model | Source: The KPI Institute

Regarding the methodology, TKI’s Integrated Performance Maturity Model includes a review of formal procedures and other official documentation (outputs) and insights from employees in the organization obtained through surveys and interviews with key internal stakeholders. All findings were rated against best practices using a scoring methodology, and the final score positioned the TDF on maturity level IV out of V (see Figure 2).

Figure 2. Performance Management Maturity Level | Source: The KPI Institute

To read the full article and know more about the stages of a performance management system maturity assessment, download the PERFORMANCE Magazine Issue No. 27, 2023 – Government Edition now through TKI Marketplace.

Unlock best practices that drive success in the government sector with insights from the Tourism Development Fund’s performance management practices evaluation. Get your hands on the physical copy of the magazine via Amazon.