Strategic performance management is defined as: the process where steering of the organisation takes place through the systematic definition of mission, strategy and objectives of the organisation, making these measurable through critical success factors and key performance indicators, in order to take corrective actions to keep the organisation on track (Dr. Andre A. De. <?xml:namespace prefix = st1 ns = "urn:schemas-microsoft-com:office:smarttags" />Waal) Read more: http://wiki.answers.com/Q/What_is_strategic_performance_management#ixzz1ZbpopCoW
CEOs set bullish performance targets – but can they deliver?New Hay Group performance management research highlights a mismatch between ambition and capability. Businesses need to approach performance management differently if they are to achieve their ambitious growth targets for 2011 and beyond. That’s the message from new Hay Group research among 1660 senior decision makers in large firms across more than 30 countries worldwide. On average, global firms are targeting 5.4 per cent growth in 2011, outstripping local economic forecasts in many markets. With executives remaining cautious about acquisitions, the majority of leaders we spoke to are looking to their workforces for this performance uplift. Yet nearly half think employees are too stretched. As Hay Group’s global head of strategic performance management Bibi Hahn comments: “This level of productivity improvement is a big ask from employees who have worked hard to help their firms through the three difficult years since the worst of the financial crisis. Stuck in crisis mentality, business leaders have become too reliant on the cost lever to stay afloat. It’s time for them refocus on growth by pulling the performance lever.” The leaders in our survey are all too aware of the risks involved in asking stretched employees to deliver more. Employee disengagement and high staff turnover are their top fears. Most respondents are aware of the potential of performance management to address this, yet few firms make the essential connection between performance management, strategy and business culture. As Bibi Hahn points out: “Ninety per cent of firms are failing to align performance management with their strategy and culture. Without an approach that does this, firms will not be in the right shape to deliver the growth expected of them.”
Strategic management is a field that deals with the major intended and emergent initiatives taken by general managers on behalf of owners, involving utilization of resources, to enhance the performance of firms in their external environments.[1] It entails specifying the organization's mission, vision and objectives, developing policies and plans, often in terms of projects and programs, which are designed to achieve these objectives, and then allocating resources to implement the policies and plans, projects and programs. A balanced scorecard is often used to evaluate the overall performance of the business and its progress towards objectives. Recent studies and leading management theorists have advocated that strategy needs to start with stakeholders expectations and use a modified balanced scorecard which includes all stakeholders.Strategic management is a level of managerial activity under setting goals and over Tactics. Strategic management provides overall direction to the enterprise and is closely related to the field of Organization Studies. In the field of business administration it is useful to talk about "strategic alignment" between the organization and its environment or "strategic consistency." According to Arieu (2007), "there is strategic consistency when the actions of an organization are consistent with the expectations of management, and these in turn are with the market and the context." Strategic management includes not only the management team but can also include the Board of Directors and other stakeholders of the organization. It depends on the organizational structure.
CEOs set bullish performance targets – but can they deliver?New Hay Group performance management research highlights a mismatch between ambition and capability. Businesses need to approach performance management differently if they are to achieve their ambitious growth targets for 2011 and beyond. That’s the message from new Hay Group research among 1660 senior decision makers in large firms across more than 30 countries worldwide. On average, global firms are targeting 5.4 per cent growth in 2011, outstripping local economic forecasts in many markets. With executives remaining cautious about acquisitions, the majority of leaders we spoke to are looking to their workforces for this performance uplift. Yet nearly half think employees are too stretched. As Hay Group’s global head of strategic performance management Bibi Hahn comments: “This level of productivity improvement is a big ask from employees who have worked hard to help their firms through the three difficult years since the worst of the financial crisis. Stuck in crisis mentality, business leaders have become too reliant on the cost lever to stay afloat. It’s time for them refocus on growth by pulling the performance lever.” The leaders in our survey are all too aware of the risks involved in asking stretched employees to deliver more. Employee disengagement and high staff turnover are their top fears. Most respondents are aware of the potential of performance management to address this, yet few firms make the essential connection between performance management, strategy and business culture. As Bibi Hahn points out: “Ninety per cent of firms are failing to align performance management with their strategy and culture. Without an approach that does this, firms will not be in the right shape to deliver the growth expected of them.”
CEOs set bullish performance targets – but can they deliver?New Hay Group performance management research highlights a mismatch between ambition and capability. Businesses need to approach performance management differently if they are to achieve their ambitious growth targets for 2011 and beyond. That’s the message from new Hay Group research among 1660 senior decision makers in large firms across more than 30 countries worldwide. On average, global firms are targeting 5.4 per cent growth in 2011, outstripping local economic forecasts in many markets. With executives remaining cautious about acquisitions, the majority of leaders we spoke to are looking to their workforces for this performance uplift. Yet nearly half think employees are too stretched. As Hay Group’s global head of strategic performance management Bibi Hahn comments: “This level of productivity improvement is a big ask from employees who have worked hard to help their firms through the three difficult years since the worst of the financial crisis. Stuck in crisis mentality, business leaders have become too reliant on the cost lever to stay afloat. It’s time for them refocus on growth by pulling the performance lever.” The leaders in our survey are all too aware of the risks involved in asking stretched employees to deliver more. Employee disengagement and high staff turnover are their top fears. Most respondents are aware of the potential of performance management to address this, yet few firms make the essential connection between performance management, strategy and business culture. As Bibi Hahn points out: “Ninety per cent of firms are failing to align performance management with their strategy and culture. Without an approach that does this, firms will not be in the right shape to deliver the growth expected of them.”
CEOs set bullish performance targets – but can they deliver?New Hay Group performance management research highlights a mismatch between ambition and capability. Businesses need to approach performance management differently if they are to achieve their ambitious growth targets for 2011 and beyond. That’s the message from new Hay Group research among 1660 senior decision makers in large firms across more than 30 countries worldwide. On average, global firms are targeting 5.4 per cent growth in 2011, outstripping local economic forecasts in many markets. With executives remaining cautious about acquisitions, the majority of leaders we spoke to are looking to their workforces for this performance uplift. Yet nearly half think employees are too stretched. As Hay Group’s global head of strategic performance management Bibi Hahn comments: “This level of productivity improvement is a big ask from employees who have worked hard to help their firms through the three difficult years since the worst of the financial crisis. Stuck in crisis mentality, business leaders have become too reliant on the cost lever to stay afloat. It’s time for them refocus on growth by pulling the performance lever.” The leaders in our survey are all too aware of the risks involved in asking stretched employees to deliver more. Employee disengagement and high staff turnover are their top fears. Most respondents are aware of the potential of performance management to address this, yet few firms make the essential connection between performance management, strategy and business culture. As Bibi Hahn points out: “Ninety per cent of firms are failing to align performance management with their strategy and culture. Without an approach that does this, firms will not be in the right shape to deliver the growth expected of them.”
CEOs set bullish performance targets – but can they deliver?New Hay Group performance management research highlights a mismatch between ambition and capability. Businesses need to approach performance management differently if they are to achieve their ambitious growth targets for 2011 and beyond. That’s the message from new Hay Group research among 1660 senior decision makers in large firms across more than 30 countries worldwide. On average, global firms are targeting 5.4 per cent growth in 2011, outstripping local economic forecasts in many markets. With executives remaining cautious about acquisitions, the majority of leaders we spoke to are looking to their workforces for this performance uplift. Yet nearly half think employees are too stretched. As Hay Group’s global head of strategic performance management Bibi Hahn comments: “This level of productivity improvement is a big ask from employees who have worked hard to help their firms through the three difficult years since the worst of the financial crisis. Stuck in crisis mentality, business leaders have become too reliant on the cost lever to stay afloat. It’s time for them refocus on growth by pulling the performance lever.” The leaders in our survey are all too aware of the risks involved in asking stretched employees to deliver more. Employee disengagement and high staff turnover are their top fears. Most respondents are aware of the potential of performance management to address this, yet few firms make the essential connection between performance management, strategy and business culture. As Bibi Hahn points out: “Ninety per cent of firms are failing to align performance management with their strategy and culture. Without an approach that does this, firms will not be in the right shape to deliver the growth expected of them.”
Strategic management is a field that deals with the major intended and emergent initiatives taken by general managers on behalf of owners, involving utilization of resources, to enhance the performance of firms in their external environments.[1] It entails specifying the organization's mission, vision and objectives, developing policies and plans, often in terms of projects and programs, which are designed to achieve these objectives, and then allocating resources to implement the policies and plans, projects and programs. A balanced scorecard is often used to evaluate the overall performance of the business and its progress towards objectives. Recent studies and leading management theorists have advocated that strategy needs to start with stakeholders expectations and use a modified balanced scorecard which includes all stakeholders.Strategic management is a level of managerial activity under setting goals and over Tactics. Strategic management provides overall direction to the enterprise and is closely related to the field of Organization Studies. In the field of business administration it is useful to talk about "strategic alignment" between the organization and its environment or "strategic consistency." According to Arieu (2007), "there is strategic consistency when the actions of an organization are consistent with the expectations of management, and these in turn are with the market and the context." Strategic management includes not only the management team but can also include the Board of Directors and other stakeholders of the organization. It depends on the organizational structure.
CEOs set bullish performance targets – but can they deliver?New Hay Group performance management research highlights a mismatch between ambition and capability. Businesses need to approach performance management differently if they are to achieve their ambitious growth targets for 2011 and beyond. That’s the message from new Hay Group research among 1660 senior decision makers in large firms across more than 30 countries worldwide. On average, global firms are targeting 5.4 per cent growth in 2011, outstripping local economic forecasts in many markets. With executives remaining cautious about acquisitions, the majority of leaders we spoke to are looking to their workforces for this performance uplift. Yet nearly half think employees are too stretched. As Hay Group’s global head of strategic performance management Bibi Hahn comments: “This level of productivity improvement is a big ask from employees who have worked hard to help their firms through the three difficult years since the worst of the financial crisis. Stuck in crisis mentality, business leaders have become too reliant on the cost lever to stay afloat. It’s time for them refocus on growth by pulling the performance lever.” The leaders in our survey are all too aware of the risks involved in asking stretched employees to deliver more. Employee disengagement and high staff turnover are their top fears. Most respondents are aware of the potential of performance management to address this, yet few firms make the essential connection between performance management, strategy and business culture. As Bibi Hahn points out: “Ninety per cent of firms are failing to align performance management with their strategy and culture. Without an approach that does this, firms will not be in the right shape to deliver the growth expected of them.”
CEOs set bullish performance targets – but can they deliver?New Hay Group performance management research highlights a mismatch between ambition and capability. Businesses need to approach performance management differently if they are to achieve their ambitious growth targets for 2011 and beyond. That’s the message from new Hay Group research among 1660 senior decision makers in large firms across more than 30 countries worldwide. On average, global firms are targeting 5.4 per cent growth in 2011, outstripping local economic forecasts in many markets. With executives remaining cautious about acquisitions, the majority of leaders we spoke to are looking to their workforces for this performance uplift. Yet nearly half think employees are too stretched. As Hay Group’s global head of strategic performance management Bibi Hahn comments: “This level of productivity improvement is a big ask from employees who have worked hard to help their firms through the three difficult years since the worst of the financial crisis. Stuck in crisis mentality, business leaders have become too reliant on the cost lever to stay afloat. It’s time for them refocus on growth by pulling the performance lever.” The leaders in our survey are all too aware of the risks involved in asking stretched employees to deliver more. Employee disengagement and high staff turnover are their top fears. Most respondents are aware of the potential of performance management to address this, yet few firms make the essential connection between performance management, strategy and business culture. As Bibi Hahn points out: “Ninety per cent of firms are failing to align performance management with their strategy and culture. Without an approach that does this, firms will not be in the right shape to deliver the growth expected of them.”
CEOs set bullish performance targets – but can they deliver?New Hay Group performance management research highlights a mismatch between ambition and capability. Businesses need to approach performance management differently if they are to achieve their ambitious growth targets for 2011 and beyond. That’s the message from new Hay Group research among 1660 senior decision makers in large firms across more than 30 countries worldwide. On average, global firms are targeting 5.4 per cent growth in 2011, outstripping local economic forecasts in many markets. With executives remaining cautious about acquisitions, the majority of leaders we spoke to are looking to their workforces for this performance uplift. Yet nearly half think employees are too stretched. As Hay Group’s global head of strategic performance management Bibi Hahn comments: “This level of productivity improvement is a big ask from employees who have worked hard to help their firms through the three difficult years since the worst of the financial crisis. Stuck in crisis mentality, business leaders have become too reliant on the cost lever to stay afloat. It’s time for them refocus on growth by pulling the performance lever.” The leaders in our survey are all too aware of the risks involved in asking stretched employees to deliver more. Employee disengagement and high staff turnover are their top fears. Most respondents are aware of the potential of performance management to address this, yet few firms make the essential connection between performance management, strategy and business culture. As Bibi Hahn points out: “Ninety per cent of firms are failing to align performance management with their strategy and culture. Without an approach that does this, firms will not be in the right shape to deliver the growth expected of them.”
Strategic management is a field that deals with the major intended and emergent initiatives taken by general managers on behalf of owners, involving utilization of resources, to enhance the performance of firms in their external environments.[1] It entails specifying the organization's mission, vision and objectives, developing policies and plans, often in terms of projects and programs, which are designed to achieve these objectives, and then allocating resources to implement the policies and plans, projects and programs. A balanced scorecard is often used to evaluate the overall performance of the business and its progress towards objectives. Recent studies and leading management theorists have advocated that strategy needs to start with stakeholders expectations and use a modified balanced scorecard which includes all stakeholders.Strategic management is a level of managerial activity under setting goals and over Tactics. Strategic management provides overall direction to the enterprise and is closely related to the field of Organization Studies. In the field of business administration it is useful to talk about "strategic alignment" between the organization and its environment or "strategic consistency." According to Arieu (2007), "there is strategic consistency when the actions of an organization are consistent with the expectations of management, and these in turn are with the market and the context." Strategic management includes not only the management team but can also include the Board of Directors and other stakeholders of the organization. It depends on the organizational structure.
CEOs set bullish performance targets – but can they deliver?New Hay Group performance management research highlights a mismatch between ambition and capability. Businesses need to approach performance management differently if they are to achieve their ambitious growth targets for 2011 and beyond. That’s the message from new Hay Group research among 1660 senior decision makers in large firms across more than 30 countries worldwide. On average, global firms are targeting 5.4 per cent growth in 2011, outstripping local economic forecasts in many markets. With executives remaining cautious about acquisitions, the majority of leaders we spoke to are looking to their workforces for this performance uplift. Yet nearly half think employees are too stretched. As Hay Group’s global head of strategic performance management Bibi Hahn comments: “This level of productivity improvement is a big ask from employees who have worked hard to help their firms through the three difficult years since the worst of the financial crisis. Stuck in crisis mentality, business leaders have become too reliant on the cost lever to stay afloat. It’s time for them refocus on growth by pulling the performance lever.” The leaders in our survey are all too aware of the risks involved in asking stretched employees to deliver more. Employee disengagement and high staff turnover are their top fears. Most respondents are aware of the potential of performance management to address this, yet few firms make the essential connection between performance management, strategy and business culture. As Bibi Hahn points out: “Ninety per cent of firms are failing to align performance management with their strategy and culture. Without an approach that does this, firms will not be in the right shape to deliver the growth expected of them.”
Strategic management is a field that deals with the major intended and emergent initiatives taken by general managers on behalf of owners, involving utilization of resources, to enhance the performance of firms in their external environments.[1] It entails specifying the organization's mission, vision and objectives, developing policies and plans, often in terms of projects and programs, which are designed to achieve these objectives, and then allocating resources to implement the policies and plans, projects and programs. A balanced scorecard is often used to evaluate the overall performance of the business and its progress towards objectives. Recent studies and leading management theorists have advocated that strategy needs to start with stakeholders expectations and use a modified balanced scorecard which includes all stakeholders.Strategic management is a level of managerial activity under setting goals and over Tactics. Strategic management provides overall direction to the enterprise and is closely related to the field of Organization Studies. In the field of business administration it is useful to talk about "strategic alignment" between the organization and its environment or "strategic consistency." According to Arieu (2007), "there is strategic consistency when the actions of an organization are consistent with the expectations of management, and these in turn are with the market and the context." Strategic management includes not only the management team but can also include the Board of Directors and other stakeholders of the organization. It depends on the organizational structure.
CEOs set bullish performance targets – but can they deliver?New Hay Group performance management research highlights a mismatch between ambition and capability. Businesses need to approach performance management differently if they are to achieve their ambitious growth targets for 2011 and beyond. That’s the message from new Hay Group research among 1660 senior decision makers in large firms across more than 30 countries worldwide. On average, global firms are targeting 5.4 per cent growth in 2011, outstripping local economic forecasts in many markets. With executives remaining cautious about acquisitions, the majority of leaders we spoke to are looking to their workforces for this performance uplift. Yet nearly half think employees are too stretched. As Hay Group’s global head of strategic performance management Bibi Hahn comments: “This level of productivity improvement is a big ask from employees who have worked hard to help their firms through the three difficult years since the worst of the financial crisis. Stuck in crisis mentality, business leaders have become too reliant on the cost lever to stay afloat. It’s time for them refocus on growth by pulling the performance lever.” The leaders in our survey are all too aware of the risks involved in asking stretched employees to deliver more. Employee disengagement and high staff turnover are their top fears. Most respondents are aware of the potential of performance management to address this, yet few firms make the essential connection between performance management, strategy and business culture. As Bibi Hahn points out: “Ninety per cent of firms are failing to align performance management with their strategy and culture. Without an approach that does this, firms will not be in the right shape to deliver the growth expected of them.”
Strategic management is a field that deals with the major intended and emergent initiatives taken by general managers on behalf of owners, involving utilization of resources, to enhance the performance of firms in their external environments.[1] It entails specifying the organization's mission, vision and objectives, developing policies and plans, often in terms of projects and programs, which are designed to achieve these objectives, and then allocating resources to implement the policies and plans, projects and programs. A balanced scorecard is often used to evaluate the overall performance of the business and its progress towards objectives. Recent studies and leading management theorists have advocated that strategy needs to start with stakeholders expectations and use a modified balanced scorecard which includes all stakeholders.Strategic management is a level of managerial activity under setting goals and over Tactics. Strategic management provides overall direction to the enterprise and is closely related to the field of Organization Studies. In the field of business administration it is useful to talk about "strategic alignment" between the organization and its environment or "strategic consistency." According to Arieu (2007), "there is strategic consistency when the actions of an organization are consistent with the expectations of management, and these in turn are with the market and the context." Strategic management includes not only the management team but can also include the Board of Directors and other stakeholders of the organization. It depends on the organizational structure.
CEOs set bullish performance targets – but can they deliver?New Hay Group performance management research highlights a mismatch between ambition and capability. Businesses need to approach performance management differently if they are to achieve their ambitious growth targets for 2011 and beyond. That’s the message from new Hay Group research among 1660 senior decision makers in large firms across more than 30 countries worldwide. On average, global firms are targeting 5.4 per cent growth in 2011, outstripping local economic forecasts in many markets. With executives remaining cautious about acquisitions, the majority of leaders we spoke to are looking to their workforces for this performance uplift. Yet nearly half think employees are too stretched. As Hay Group’s global head of strategic performance management Bibi Hahn comments: “This level of productivity improvement is a big ask from employees who have worked hard to help their firms through the three difficult years since the worst of the financial crisis. Stuck in crisis mentality, business leaders have become too reliant on the cost lever to stay afloat. It’s time for them refocus on growth by pulling the performance lever.” The leaders in our survey are all too aware of the risks involved in asking stretched employees to deliver more. Employee disengagement and high staff turnover are their top fears. Most respondents are aware of the potential of performance management to address this, yet few firms make the essential connection between performance management, strategy and business culture. As Bibi Hahn points out: “Ninety per cent of firms are failing to align performance management with their strategy and culture. Without an approach that does this, firms will not be in the right shape to deliver the growth expected of them.”
Strategic management is a field that deals with the major intended and emergent initiatives taken by general managers on behalf of owners, involving utilization of resources, to enhance the performance of firms in their external environments.[1] It entails specifying the organization's mission, vision and objectives, developing policies and plans, often in terms of projects and programs, which are designed to achieve these objectives, and then allocating resources to implement the policies and plans, projects and programs. A balanced scorecard is often used to evaluate the overall performance of the business and its progress towards objectives. Recent studies and leading management theorists have advocated that strategy needs to start with stakeholders expectations and use a modified balanced scorecard which includes all stakeholders.Strategic management is a level of managerial activity under setting goals and over Tactics. Strategic management provides overall direction to the enterprise and is closely related to the field of Organization Studies. In the field of business administration it is useful to talk about "strategic alignment" between the organization and its environment or "strategic consistency." According to Arieu (2007), "there is strategic consistency when the actions of an organization are consistent with the expectations of management, and these in turn are with the market and the context." Strategic management includes not only the management team but can also include the Board of Directors and other stakeholders of the organization. It depends on the organizational structure.
CEOs set bullish performance targets – but can they deliver?New Hay Group performance management research highlights a mismatch between ambition and capability. Businesses need to approach performance management differently if they are to achieve their ambitious growth targets for 2011 and beyond. That’s the message from new Hay Group research among 1660 senior decision makers in large firms across more than 30 countries worldwide. On average, global firms are targeting 5.4 per cent growth in 2011, outstripping local economic forecasts in many markets. With executives remaining cautious about acquisitions, the majority of leaders we spoke to are looking to their workforces for this performance uplift. Yet nearly half think employees are too stretched. As Hay Group’s global head of strategic performance management Bibi Hahn comments: “This level of productivity improvement is a big ask from employees who have worked hard to help their firms through the three difficult years since the worst of the financial crisis. Stuck in crisis mentality, business leaders have become too reliant on the cost lever to stay afloat. It’s time for them refocus on growth by pulling the performance lever.” The leaders in our survey are all too aware of the risks involved in asking stretched employees to deliver more. Employee disengagement and high staff turnover are their top fears. Most respondents are aware of the potential of performance management to address this, yet few firms make the essential connection between performance management, strategy and business culture. As Bibi Hahn points out: “Ninety per cent of firms are failing to align performance management with their strategy and culture. Without an approach that does this, firms will not be in the right shape to deliver the growth expected of them.”