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The Fallacy of Financial Metrics
In both entrepreneurial and larger companies, we too often spend time focusing on the desired financial performance target, rather than the inputs that drive those numbers. Because boards, investors and management demand an objective way to measure performance, we often go right to the result without focusing on what caused those results.
more fromblogs.harvardbusiness.org
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What Is Execution 2.0?
All of these engagements enabled me to learn the different nuances of each market and the current status of the markets use of social technology. In each case the fundamentals of engaging and listening to the market of conversations remained the same. The engagements were centric to helping the organization build an effective strategy and related tactics. In each case the one critical element that would determine the success of the proposed plan was the effective execution of the plan.
Will Management Buy Into The Plan?
In management, the ultimate measure of performance is the metric of management effectiveness which includes execution, or how well management’s plans are carried out by members of the organization. Execution is not a singular or silo process rather it encompasses the following attributes:
more fromwww.relationship-economy.com
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The Rise of the Chief Performance Officer
A few weeks ago Obama nominated Jeffrey Zients, another consultant and Washington business executive, for the role. I don't know Zients, but I think the Chief Performance Officer role has a lot of potential, and it's a new wrinkle for something like this to appear first in the federal government.
more fromblogs.harvardbusiness.org
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Where’s the money?
Now, I believe that learning is more than skilling up to some minimal baseline. I believe it encompasses the information access to support performance, mentoring from the top end of novice through practitioner, and communication and collaboration that supports problem-solving and innovation. And the associated skills. Not only do novel inquiries and problems get dealt with, but new products, services, customer experiences, and more are the outcome of the full performance ecosystem.
more fromblog.learnlets.com
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« Les indicateurs de performance ont des effets pervers parfois coûteux pour l’entreprise »
Maya Beauvallet, économiste et maitre de conférences à Telecom Paris-tech, démontre exemple à l’appui, comment la multiplication des indicateurs de performance et des dispositifs d’incitation peut aboutir à la démotivation. Explications.
more fromwww.capital.fr
The Effects of Performance Pressure on Teams' Knowledge Use and Performance
With so many experts on a team, why does the result sometimes prove disappointing? New research by HBS professor Heidi K. Gardner probes the social dynamics of teamwork in knowledge-intensive settings, such as professional service firms, and the accompanying pressure to perform at the highest caliber. Her findings suggest that teams may yield right-of-way to colleagues with higher authority and thus miss out on the potential contributions of lower-status team members who know more about the client's needs.
more fromhbswk.hbs.edu
Improving and innovating performance management
Supporting my points about design and engagement in my previous post, the group noted that “the ‘ideal’ system and process still will have to be designed, and accepted”. These are some of the suggestions for improving performance management made within the article:
* Cascading goals vertically but probably horizontally as well
* Not using a forced distribution
* Being based on the organisation’s needs and, where possible, on each employees’ strengths
* Being employee driven
* Being fast and frequent
* Involving the entire community
* Being web based
* Being unique – not copying another organisation’s process.
more fromstrategic-hcm.blogspot.com
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Fear Factor in the Workplace - Room for Debate Blog - NYTimes.com
What really disturbs surviving employees about downsizings is that they cannot control or rationalize the events. If I have a co-worker who frequently arrives late and does low quality work, I can rationalize her layoff by saying to myself, “She didn’t carry her weight and deserved to be let go.” If, instead, my co-worker seems to work as hard and as well as I do and then, through no fault of her own, happens to be the victim of a “reduction in force,” I cannot rationalize that. More important, I fear that I cannot control my situation: in the first scenario, I have a sense of control over my fate by continuing to do high-quality work. In the second scenario, working hard or working well doesn’t seem to help me retain my job.
more fromroomfordebate.blogs.nytimes.com
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Corporate apocalypse - Management Today
The bomb that has blown up the heart of the world's financial system was not primarily financial. It's true that finance provided the high explosive in the shape of the structured vehicles, collateralised debt obligations (CDOs) and derivatives devised by the rocket scientists of Wall Street and the City. But it needed a detonator to set them off: the unfit-for-purpose management model that has governed the way our companies work for the last 40 years.
more fromwww.managementtoday.co.uk
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Gensler Survey Measures Connection Between Workplace Design and Business Performance | Dexigner
Companies providing workplaces that are more effective for knowledge work are seeing higher levels of employee engagement, brand equity, and profit, with profit growth up to 14 percentage points greater than those with less effective work environments.
more fromwww.dexigner.com
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Bob Sutton: Sam Culbert in the Wall Street Journal: Get Rid of the Performance Review!
Although an entire industry of consultants, HR professionals, and software firms seem bent on devoting more and more time and money to performance evaluations, all the energy devoted to these things over the years have done little to change Sam's observation about the difference between the promise and the problems:
more frombobsutton.typepad.com
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Les KPI ne sont pas la priorité
Le plus important, c’est de savoir ce que vous voulez faire et comment vous allez le faire. Le moyen choisi pour mesurer ne vient qu’ensuite. “
more fromwww.le-perfologue.net
Research brief links engagement, business improvement to internal use of Web 2.0
# 52% of organizations that adopt blogs, wikis, and social networking tools (among others) achieved best-in-class performance levels compared to 5% for those that didn’t. (Note to Aberdeen: I would have liked a definition of “best-in-class.")
# The same tools were used within organizations that achieved an 18% year-over-year improvement in employee engagement. Companies that didn’t use these tools grew engagement by a mere 1%.
more fromwww.socialmediatoday.com
The AppGap » » Happy at Work/Happy in Work: News, views, and reviews of Work 2.0 tools, apps and practices
What makes people happy at work? Connections with other people. What do the connections mean for us? According to Rob Cross, who closed the Network Roundtable last week with thoughts on the importance of networks, listed some of the ways we use our social networks at work:
* Help getting work done
* Advancing our careers
* Gaining political support for new projects and ideas
* Making sense of events, rumors or trends
* Seeking personal support (e.g. after a bad day)
* Gaining a sense of purpose in work
more fromwww.theappgap.com
Organizing for value
# When large companies are organized in the traditional division structure, strategic decisions too often fall to managers under pressure to meet budgetary demands. Success in one unit masks underperformance in others, while ventures that promise strong future growth go underfunded because they don’t contribute to short-term bottom-line numbers.
# One way to shake things up is to review the strategy and performance-management processes and to make decisions at the more granular level of value cells. Value cells are smaller units (20-50 for a large company) that represent the economics of the individual, simple businesses that any company is built of, such as customer segments, product groups, geographic markets, and new technologies.
# By emphasizing these value cells rather than aggregated bottom-line division numbers, this approach sheds light on which activities should be the target of additional investment—and which should be divested entirely. Changing managers’ roles won’t be easy, but in the long run, it will be worth it.
more fromwww.mckinseyquarterly.com
Harold Jarche » Time Out
What I find really interesting is that we finally have technology that makes it possible for us to do most work anytime, anywhere, yet we continue to stick with our same old paradigms of working in a particular location during certain hours. We also stick by our belief that time is the best measure of what we do, rather than results.
more fromwww.jarche.com
Du travail et du talent: Les nouvelles navigations professionnelles
La séance de ce matin a été de ce point de vue beaucoup plus positive. Moins théorique et plus pragmatique, notre approche aboutit à un repositionnement de la question RH au centre du développement économique, de l'entreprise
more fromluisalberolasblog.blogspot.com
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