Re-Thinking Corporate Performance Management

Précis

When improving performance is your aim - causation must be your game.

Managing, and improving, corporate performance definitely ranks high in the task and responsibility list of top management.

Today, wherever you go, top management offices are bend on introducing Key Performance Indicators - or ‘KPIs’ - in all colors and forms across whole companies, down to individual KPIs on which
performance assessments of employees shall be based.
Even the good old 'balanced scorecard', instead of slowly being laid to a well-earned rest, is experiencing a revival.

It really is a bad case of the corporate 'herding phenomenon.'
Everybody is in on it, and, most of all, a lot of consultants are really having fun.

Well, these tools would be adequate if the task – combined with luck— was limited to forecasting, but for corporate performance management or improvement they are hopelessly inept.

It is amazing that with all this 'root-cause' analysis thinking introduced in the 90s, corporations still have a hard time to root-cause analyze tools and approaches that don't really work.

Should one run a root-cause analysis on issues with the current KPIs and balanced scorecards, it would become clear that these are build on a faulty premise. They are build on the sturdy belief that performance improvement is a correlation game.

It is not.

To tell the truth, all these things will do ‘something’ - sure, because real performance of most companies is truly mediocre, so doing anything will produce some positive results - but if we would analyze the possible performance given the actual resources and competencies present, this ‘something’ is light-years away from the ‘possible’.
 

Objective

The seminar will debunk the underlying problems with traditional KPIs, balanced scorecards and more of the same ilk.

Delegates will be exposed to the concepts of causality of performance, and to causal links to resource architecture and competency architecture which both provide the underlying linkage to performance.

Content

Debunking KPIs and Balanced Scorecards, the causality of Performance. performance stakeholders, resource architecture, competency architecture, performance as time function, managing and planning performance, & much more

For Whom?

CEOs, COOs, VPs, Managing Directors, Senior management level, management in planning departments

Investment

The investment includes all facilitator fees, course materials, lunch & refreshments, and certificates

Past Sponsors

Kumpulan Fima, DRB-Hicom, Encorp, Carmanah, Vancouver Port Corporation, Photonics, UMW Bhd, UEM World Bhd, UM Land Bhd, e.a.

Itinerary