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Five Key Principles of Corporate Performance Management
In Five Key Principles of Corporate Performance Management , Bob Paladino shares his decades of experience to provide proven, real-world implementation insights from globally recognized and award-winning organizations. You’ll discover what today’s Fortune 100 companies are doing right, and how to implement their enterprise techniques and strategies within your own organization to maximize success.
400 pages, Hardcover
First published December 20, 2006
17 people want to read
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August 25, 2008
Many senior-level executives are about to launch or are now in the midst of performance improvement initiatives of one kind or another such as TQM, Lean, Six Sigma, or some variation thereof. For them especially, the material that Paladino provides in this book will be of substantial value because he offers a remarkably comprehensive briefing on all manner of best practices from a variety of sources which include the U.S. President’s Malcolm Baldridge National Quality Award recipients, the Kaplan and Norton Global Balanced Scorecard Hall of Fame inductees, recipients of the Deming Quality Award, Fortune magazine’s “100 Best Companies to Work For,” Best Practice Partner Award recipients selected by APQC (previously known as the American Productivity Center and the American Productivity & Quality Center), and Forbes magazine’s “Best Managed Companies.” From this abundance of information, Paladino has identified “five key principles” that, in my opinion, are relevant to any organization (regardless of size or nature) that is committed to producing more and better results in less time, and at a lower cost. Hence the importance of effective corporate performance management (CPM).
Paladino cites the results of rigorous and extensive research conducted by Robert S. Kaplan and David P. Norton that reveals four common barriers: vision (only 5% of the workforce understands the strategy), management (only 15% of executive teams spend more than one hour per month discussing strategy), people (only 25% of managers have incentives linked to strategy), and resources (only 40% of organizations link budgets to strategy). To repeat, important lessons can be learned from these high-performance organizations, lessons that can help others to avoid becoming one of the nine of ten that fail to implement their business strategies.
Paladino cites the results of rigorous and extensive research conducted by Robert S. Kaplan and David P. Norton that reveals four common barriers: vision (only 5% of the workforce understands the strategy), management (only 15% of executive teams spend more than one hour per month discussing strategy), people (only 25% of managers have incentives linked to strategy), and resources (only 40% of organizations link budgets to strategy). To repeat, important lessons can be learned from these high-performance organizations, lessons that can help others to avoid becoming one of the nine of ten that fail to implement their business strategies.
Displaying 1 of 1 review