Performance management
In these posts we explore all types and aspects of performance management.
For a complete overview, visit “The Performance Management Zone”
Browse and explore the various articles below...
by Phil Jones | Updated 16 Feb, 2018 | Performance management language
The tyranny of targets is the effect on an organisation of excessive and inappropriate target setting. It occurs when the need to achieve targets, and avoid the consequence of missing targets, overcomes common sense and doing the right thing, creating an adverse...
by Phil Jones | Updated 16 Feb, 2018 | Performance management language
Measure mania is a disease of performance management. it is easily caught and spread. It is a compulsive behaviour to measure absolutely everything. How do we recognise measure mania? Measure mania is easily recognised in organisations. The organisation will be...
by Phil Jones | Updated 26 Jun, 2018 | Performance management language
Obsessive compulsive target setting is a disease of organisations and regulators. It is also loved by the media. It is a disease easily caught by those starting in performance management. How do we recognise obsessive compulsive target setting Obsessive compulsive...
by Phil Jones | Updated 10 Oct, 2017 | Culture of performance, Decision Making & Decision Taking
Let me tell you the story of the curious case of missing financial control. In one organisation we worked with, the objective was to develop the autonomy and capability of various business units, located in separate properties around the country. The company ran...
by Phil Jones | Updated 27 Dec, 2017 | KPI & measure design, Performance management
Why use a KPI? There is a lot of discussion about which particular measure, indicator or KPI to use. There is far less discussion about why use a KPI in the first place. Actually, the reason is often a heuristic. Let me explain…. To solve difficult...
by Phil Jones | Updated 4 Jan, 2018 | A Modern System of Management, Culture of performance
As I talked, I noticed that the Chief Executive was no longer listening. She had gone into that state of deep thought, staring up and away into the distance; thinking intensely: thinking about something – I had no idea what. I decided not to disturb those...
by Phil Jones | Updated 26 Oct, 2017 | Examples & case studies, KPI & measure design, Performance management
Leading and lagging indicators seem to create confusion for some people, yet with a clear understanding, it is easy to see explain how they work and help people think productively about how to create and use them. In this article I want to explain how different types...
by Phil Jones | Updated 4 Jan, 2018 | Culture of performance, Organisations are Social systems, Thought provokers
OK, I can hear the squeals of anguish and dissent. “Of course organisational structures exist” I hear people say. We have organisations and we create structures and we do organisational design to place people within those structures. We spend time and...
by Phil Jones | Updated 27 Oct, 2017 | 4G Balanced Scorecard, Behavioural & cultural change, Culture of performance, Paradigm shifts, Quality of conversation
Most of what we see in “Balanced scorecards” are technical tools. Many of the questions we see and hear on balanced scorecard forums are technical questions. Many balanced scorecard projects are seen as, primarily, technical projects. This applies to of...