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KPI Performance Magazine-Edition-6 (Sutton Interview V1-R1)

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KPI Performance Magazine-Edition-6 (Sutton Interview V1-R1)

  1. 1. 18 INTERVIEWS DECEMBER 2016 INTERVIEWS The goal of Performance Management is to increase the clarity of strategic, tactical, and operational thinking, employee job satisfaction, and organizational commitment. Michael J. Sutton Chief Gamification Officer/Chief Knowledge Officer, Funification LLC, USA In 2016, the Performance Magazine editorial team interviewed Michael J. Sutton, Chief Gamification Officer/Chief Knowledge Officer at Funification LLC, USA. His thoughts and views on Performance Management are detailed below. Whicharethe2015keytrendsinPerformance Management,fromyourpointofview? Myworkisthatofaboundaryspannerassociated with Knowledge Management, Business and Competitive Intelligences, Organizational Transformation, Entrepreneurship, and Organizational Analysis and Design. Over the last 5 years, I have watched the emergence of a cross-disciplinary field that encompasses all of my areas of interest, and is building visibility and profile that many would have never expected. That cross-disciplinary field has been ascribedthelabelGamification,SeriousGames, Augmented/Virtual Reality, and Simulations (GSA/VRS). What are your thoughts on the integration of Performance Management at organizational, departmentalandemployeelevel? Performance Management (PM) is the mobilization trigger for continuous improvement in any enterprise that wishes to be recognized and respected as a Learning Organization. The goal of Performance Management is to increase the clarity of strategic, tactical, and operational thinking, employee job satisfaction, and organizational commitment. Culture will either enable or Consultant constrain the application of single and double loop learning, coaching, mentoring, and feedback to continuous improvement. My anecdotal, but extensive experience over the last 45 years in private sector, public sector, military sector, and the educational sector would suggest that PM is an ethereal concept that seldom is anchored to the foundational principles and values of our global, national, and local businesses and institutions. Others may have experienced a more positive engagement by enterprises within each sector, but I have seldom seen any significant relationship and commitment devised to connect these three levels. Often I have observed top-down, bottom- up and middle-out attempts at constructing a PM framework. However, each business transformation required to accommodate PM Key Performance Indicators (KPIs) more often than not remains incomplete. Many of the barriers are cultural, and this organizational trait in terms of poorly defined accountability, lack of responsibility, and implied authority will impede any transformation. Nevertheless, to me a significant barrier is behavioural. We face a mosaic of global educational systems for employees, management, and executives that over-emphasizes competition and hinders to reward of collaboration and cooperation through smartnerships (“smart partnerships”). Which will be the major changes in managing performance,inthefuture? Smartnerships are an emerging mobilization trigger for individuals, departments, and organizations. Enterprises, such as Gore & Associates, Zappos, Valve Software, and Morning Star, have demonstrated the success of holacracy (flat management). This emerging trend in management structures has the power toconstructsmartnershipsthatcanbenefitboth individual employees, as well as the teams and organizational entity itself. Nonetheless, such anapproachtoorganizationalstructureismore easily deployed within an entrepreneurial firm or small to medium-sized enterprise. Large, bureaucratic organizations lack the agility and capacity to handle significant change and pivoting without critical organizational implosions, since the cultural imperative does not exist. What aspects of Performance Management shouldbeexploredmorethroughresearch? That cross-disciplinary field I have previously identified, Gamification, Serious Games, Augmented/Virtual Reality, and Simulations (GSA/VRS), needs to be explored through more research for a number of performance management reasons. Although many enterprises are implementing these techniques, tools, learning strategies, and applications quickly within their Training and Development business units, (Gartner indicates that 50% of all enterprises have implemented these approaches to training as of 2015), metrics are still sketchy that could point to success. Most current evaluations of these tools are anecdotal at best and qualitative at worst. Much of the imperative for implementing these tools and techniques has been increasing the engagement of staff, managers, and executives in their work and learning activities. This outcome, coupled with increasing retention of employees by increasing job satisfaction through extrinsic and intrinsic rewards, suggest an immediate requirement for increasing the validity of KPIs for both the learning organization, as well as qualitative measures on the sustainable impact within the workplace.
  2. 2. 19 INTERVIEWS DECEMBER 2016 INTERVIEWS To me, the most critical constraints our enterprises and educational institutions face are managing underperformance and mediocrity, along with the blatant lack of innovative and agile organizational cultures. Forexample,anemerginglearningorganization will construct learning communities and Communities-of-Practice (COPs) to exchange existing knowledge nuggets within the minds of the knowledge workers and to cultivate new knowledge as a means to trigger innovation throughout the firm. Such communities provide the basis for building new competitive advantages for the enterprise. The same holds true for higher educational institutions, who are experiencing decreased enrollments in North America, wand here the price and ROI for degrees has come under increased scrutiny. Many faculty members have been experimenting over the last 5+ years with gamification in classroom-based courses, hybrid courses, and online in courses. An increasing number of bachelor, masters, and doctoral programs are strictly online, and more effective than on campus courses because of the flexibility and cost of the programs. Thus, assessingandevaluatingtheeducationalimpact for gamification, serious games, augmented/ virtual reality, and simulations (GSA/VRS) to address learning outcomes effectively is paramount for increasing engagement and retention in universities and colleges. Whichorganizationswouldyourecommend to be looked at, due to their particular approach to managing performance, and their subsequent results? In terms of gamification in corporate and business environments, no clear leaders are yet identifiable, because of the flux in different platforms and delivery models demonstrating the business value proposition for GSA/ VRS. However, prominent players can be identified: Muzzy Lane Software, Microsoft HoloLens, IBM SmartPlay, BreakAway Games, Caspian Learning, Innovation Games, GamEffective, PlayGen, Virtual Heroes, Morf Media, Badgeville, ExperiencePoint, Artemat, Designing Digitally, Growth Engineering, and PlanetJockey. Additionally,manyhighereducationinstitutions are building professional certification, bachelors, masters, and doctoral gamification degreeprograms.Theinnovativeleadersappear to be: Michigan State University, University of Wisconsin, Savannah College of Art and Design, Bloomsburg University, Columbia University, Excelsior College, Hong Kong Polytechnic University, University of Malta, Aalborg University (Denmark), University of Utrecht (Netherlands), HKU University of the Arts(Netherlands),TurkuUniversityofApplied Sciences (Finland), University of Tampere (Finland), Institute of Technology, Carlow (Ireland), Mahidol University (Thailand), U-tad - Centro Universitario de Tecnología y Arte Digital (Spain). What Performance Management question wouldyouliketoaskresearchers? I think three significant questions related to assessing the value of xx to Performance Management might be useful in launching usefulresearchinthisemergingGSA/VRSarea: 1. What are the KPIs that are useful for measuring the impact of GSA/VRS on individual employee engagement, retention, efficiency, and effectiveness? 2. What KPIs could be useful to demonstrate team-based and business unit performance increases when GSA/VRS, as applied to Training and Development in an enterprise? 3. Which KPIs can be identified or developed for assessing and evaluating the educational impact of GSA/VRS on learning outcomes, student engagement, student retention, and post-graduation success in the workplace within institutions of higher education? Which are main challenges of Performance Managementinpractice,today? The critical challenges of practice-based PerformanceManagementaresurfacingquickly to include: Teaching managers to be effective development coaches for improving performance of their staff. Seriouslyengagingexecutivesinperformance management beyond dashboards and scorecards. Creating and enforcing accountability in our business and educational leaders for developingfurtherthestrengthsofemployees and educators. Increasing alignment of performance goals with strategic and tactical business goals. Improvingtheabilityofamanagertofurnish real-time feedback. What should be improved in the use of PerformanceManagementtoolsandprocesses? Performance Management tools and processes need to be improved to: 1. Clearly communicate performance goals and expectations to all employees (in the cases of business environments) and faculty (in the cases of educational environments) on a timely, periodic basis. 2. Identify and increase methods for improving the return on Human Capital, (such as performance coaching, mentoring, and timely feedback).
  3. 3. 20 INTERVIEWS DECEMBER 2016 INTERVIEWS We need to create and enforce accountability in our business and educational leaders for developing further the strengths of employees and educators. 3. Apply KPIs to identify performance gaps internally(employeesatisfaction)andexternally (stakeholder, regulator, customer, and supplier satisfaction),andresolvetheemergentissuesand concerns within a finite timeframe. 4. Encourage innovation though employee and management engagement in enterprises; or in the case of educational institutions, through student participation in the development of educational gaming environments. 5. Transparently post results and outcomes and celebrate the achievements taking place. What would you consider as a best practice in PerformanceManagement? The following, to me, are some of the best practices in Performance Management: 1.IntegrateGSA/VRSKPIsintocriticalbusiness and educational processes to demonstrate the validity of gamification within the firm and university. 2.Constructanddeploycoachingandmentoring developmentprogramstomanagers,employees, and higher education faculty, thus building sustainable internal expertise, while increasing engagement and retention. 3. Identify, recognize, foster, and incentivize the innovativeleadersintheenterpriseoruniversity, whether the individuals are experienced or junior executives, managers, employees, staff, faculty, or students. Which aspects of Performance Management should be emphasized during educational programs? I am totally biased in my response to this question. In my professional opinion, the cross-disciplinary emergent field—labeled Gamification, Serious Games, Augmented/ Virtual Reality, and Simulations—will have the greatestimpactgloballyontheperformanceand success of global economic outcomes in terms of our workplaces and educational institutions. What are the limits that prevent practitioners from achieving higher levels of proficiency in PerformanceManagement? To me, the most critical constraints our enterprises and educational institutions face are managing underperformance and mediocrity, along with the blatant lack of innovative and agile organizational cultures. What is your opinion on the emerging trend of measuring performance outside working hours? Many of the Gen X, Y, Z and Millennials are embracing new forms of performance monitoringoftheirlivesoutsideoftheworkplace, e.g., FitBit, Nike+, Facebook, LinkedIn, and Starbucks Rewards. Most of these generations are comfortable with this personal information not being private. The GI and Baby Boomer Identifying, recognizing, fostering, and incentivizing innovative leaders in enterprises or universities leads to better business development. generations are much less trusting of seeing personalperformanceindicatorsavailabletothe public, or hackable to prying eyes. What personal performance measurement toolsdoyouuse? Very early in my career I adopted Lateral Thinking, as taught by Edward De Bono, as a means of increasing my creativity quotient to perform better in my coursework. Later, an author, who eventually became a colleague (Bill Jensen), introduced me to the pragmatic implementationofaconceptforstreamliningmy work activities—Simplicity. As my professional life became much more hectic, I adopted the GTD (Getting Things Done) Method by David Allen to increase my workplace performance. Most recently, I adapted an approach created by Ronen Gafni and Simcha Gluck: The New Entrepreneurz—Changing the Way You Play Life, resulting in a personal, revolutionary performance increase that will drive my next decade of life-long education, mentoring, coaching, and consulting. For Consultants: What are the processes and tools you look at, in order to differentiate a successful performance management system, fromasuperficialone? Being that my career has encompassed the academy, the practitioner environment, and the consulting world, I was challenged by this question. Without a touch of reservation, I propose that for any performance management system to be successful, it must incorporate a framework and paradigm based upon Gamification, Serious Games, Augmented/ Virtual Reality, and Simulations (GSA/VRS). These techniques will increase motivation, bolster the capability to incorporate double- loop learning, build micro learning feedback, andpermitgracefulfailurewithinalearningand operational environment.
  4. 4. GARYCOKINSA lifetime of continuous improvement, change and development. PORTRAIT CLUJ-NAPOCA Best practice in strategy building BARBADOS Bridging the gap between man and government THREE WAYS TO FOSTER MEANINGFUL CHANGE HAPPINESS AND ORGANIZATIONALPERFORMANCE TURKEY TOURISM THE COLLAPSE OF A FAMOUS TITAN? + LIFESTYLE, HARDWARE & SOFTWARE, AND RECOMMENDED RESOURCES ACADEMICS. PRACTITIONERS. CONSULTANTS. Insights from practice AROUND THE WORLD INTERVIEWS ARTICLES IssueNo.6 December/2016
  5. 5. DECEMBER 20162 CONTENTS EDITOR’S NOTE NEWS COVER STORY How to use the Balanced Scorecard in a start-up company INTERVIEWS Sattar Bawany Michael J. Sutton Dean Spitzer Monica R. Allen Mahmoud Mansi Lim Kah Cheng PORTRAIT Gary Cokins. A lifetime of continuous improvement, change and development. AROUND THE WORLD The Canadian transportation agency. Increasing performance throughout the years Guernsey’s opportunities in Fintech Cluj-Napoca. Best practice in strategy building Barbados. Bridging the gap between man and goverment ARTICLES Individual Performance Helpful tips on how to perform an employee performance review Interviews, questions & emotional intelligence levels Three ways to foster meaningful change Organisational Performance Happiness and organizational performance Tesla plans on reviving an out of style business practice Operational Performance Hartsfield-Jackson Atlanta International Airport. Performance on the world’s busiest airport How United Airlines improve operational performance 3 6 13 13 14 15 18 21 22 24 26 28 28 34 34 36 38 40 44 44 44 45 47 49 49 50 51 51 53 44 51 54 56 56 58 58 60 60 62 62 64 65 66 68 68 68 69 69 70 70 70 71 71 72 72 73 ARTICLES Operational Performance Turkey tourism. The collapse of a famous titan? Performance Improvement Neuroeconomics. Understanding human economic decisions Strategy Social listening and social intelligence monitoring instruments ASK THE EXPERTS How can we ensure our KPIs are aligned to the strategy? LIFESTYLE Clothes and performance. The secret of workplace attire Get the most out of your language learning apps The relationship between exercise and better brain development Going up and up. Personal development & climbing HARDWARE D-Link AC3200 Ultra Wireless Route Tobii Dynavox-EyeMobile Mini Airtame HP Spectre x360 SOFTWARE RescueTime Microsoft Teams Kayak TimeCamp RECOMMENDED RESOURCES Books: Must-haves for your 2017 reading list Moneyball. Sports, sabermetrics and the love of the game
  6. 6. 5DECEMBER 2016 THE KPI INSTITUTE’S PROFESSIONAL CERTIFICATION PROGRAMS Participantswillnotonlyunderstandtheimportance and implementation phases for the Customer Service Excellence standards, but they will be given the necessary tools to implement it internally and measureitsimpactexternally. Participants’ skills in managing supplier performance and developing a strategic approach to procurement will be developed by enabling the identification of performance gaps and implementing action agreements with suppliers. Benchmarking methodological uniqueness is represented by the identification and analysis of the processes that lead to a superior performance ofacompany,offeringtheopportunitytocompare an organization’s performance against industry competitors. Attendantswillunderstandthroughpracticallearning how to effectively collect, analyze and interpret data by enabling managers/ analysts to draw insights from both quantitative and qualitative data, based on historicalstatisticsandtrendanalysis. Certified Customer Service Performance Professional Certified Supplier Performance Professional Certified Benchmarking Professional Certified Data Analysis Professional The two-day interactive program will help you understand personal performance, by explaining the benefits and clarifying the process of measuring it. It focuses on identifying ways to boost your performance outside working hours. Certified Personal Performance Professional Attendees will gain exposure to best practices and key concepts and will learn how to establish and use criteria for performance evaluations, from implementationtoimprovementandmaintenanceof the company’s employee performance management system. Certified Employee Performance Management Professional This course offers insights and best practices for improving performance in different scenarios, from data analysis and reporting, decision making and initiative management, to building a performance culture. Certified Performance Improvement Professional This program is meant to improve the practical skills in working with KPIs and developing instruments like scorecards and dashboards. Participants will acquireasoundframeworktomeasureKPIs,starting from the moment they are selected, until results are collectedinperformancereports. Certified KPI Professional and Practitioner The course will help improve the business planning process and long-term organizational performance, through the use of strategic planning tools that will ultimately lead to smarter and quicker strategic decisions. CertifiedStrategyandBusinessPlanningProfessional This course provides an interactive practice- based learning environment, focusing on best practices for developing and maintaining an innovation-oriented organizational culture within organizations. Certified Innovation Performance Professional The course focuses on delivering all the information needed to fully comprehend the value of the Balanced Scorecard, as well as on developing the necessary skills for a successful implementation. CertifiedBalancedScorecardManagementSystemProfessional An exclusive framework that provides insights on effectivevisualcommunication,througharigorous approach to creating visual representations of vast information, techniques of standardization and tailored data visualization tools. Certified Data Visualization Professional Tobrowsethroughourupcomingtrainingcoursesvisitouronlinestoreat:marketplace.kpiinstitute.org/scheduled-courses
  7. 7. DECEMBER 2016 INTERVIEWS NEW TOP 25 KPIS REPORTS SERIES – 2016 EXTENDED EDITION Obtaining access to extensive collection of the most popular KPIs, across various functional areas and industries; Gaining insight into the thorough analysis of each KPI, according to smartKPIs.com documentation form and standards; Accessing valuable resources that address performance management and measurement challenges. Freshly launched, 2016, the Top 25 KPIs Reports Series brings you a selection of KPIs, researched and refined, that can help you strengthen your performance measurement and management framework. ARE YOU USING THE LATEST KPIS? BENEFITS OF ACQUIRING THE NEW AND IMPROVED TOP 25 KPIS REPORTS For more details visit our store: marketplace.kpiinstitute.org DETAILED DOCUMENTATION POPULAR KPIS COMPLEX ARTICLES
  8. 8. FEBRUARY 201674 THE KPI DICTIONARY · REFERENCE COLLECTION OF BOOKS Examples of documented Key Performance Indicator Definitions for an in depth view on Performance Measurement 7 years of business research invested 30,000+ resources studied 20+ subject matter experts involved Newly released publications: 14 Functional Area KPI Dictionaries 18 Industry KPI Dictionaries More Publications Perspectives 13 Interviews. 10 Countries. Practitioners. Academics. Consulants Around the World Performance - related legislation in 232 countries Education Degrees. Subjects. Main Events. Keyword Trends Statistics for the most popular performance-related keywords in Google search Resources Best-selling books. Latest published books. Academic articles. Portals. Communities Software Gartner’s Magic Quadrant for 2016. EDUCATION “Collaborative efforts will grow continuously and further impact Performance Management.” EVENTS “New IT developments and software tools allow countries around the world to break conventional boundaries.” LEGISLATION INTERVIEWSContent. Methodology. Visual Summary. Introduction. Global Perspectives. Practitioners’. Perspectives. Academics’ Perspectives. Consultants’ Perspectives. Map Snapshot. Country Profiles. Country Legislations. Trends in Search. 2015 Statistics. Media Exposure. Educational Programs. Main Events in the field. Career. Bestselling Books. Latest Published Books. Journal Articles. Portals. Communities. Corporate Performance Management Software. Business Intelligence Software. Employee Performance Management Software. | Interviews. Australia. China. Italy. Indonesia. New Zealand. Pakistan. Saudi Arabia. Singapore. Turkey. United Kingdom. | Keywords analyzed. Analytics. Balanced Scorecard. BI. Business Intelligence. Business Performance Management. Corporate Performance Management. Dashboard. Employee Evaluation. Employee Performance. Employee Performance Management. Enterprise Performance Management. Individual PerformanceManagement.IndividualPerformancePlan.KeyPerformanceIndicators.KPI.Metrics.OperationalPerformance Management.PerformanceAppraisal.PerformanceCriteria.PerformanceEvaluation.PerformanceManagement.Performance Management Plan. Performance Management System. Performance Measures. Performance Review. Scorecard. Strategic Performance Management. Strategy Execution. Strategy Implementation. Strategy Management. | Educational Degree Institutions. Aston University. University College Dublin. Erasmus University Rotterdam. HEC Paris. Heriot-Watt University Edinburgh Business School. University of Leicester. London School of Economics and Political Science. MIP Politecnico di Milano. University of Liege HEC Management School. École Supérieure de Commerce Paris Europe. Universita degli Studi di Palermo. Franklin University. New York University Stern School of Business. University of Pennsylvania Wharton Business School. Regis University. Weber State University. Bellevue University. Georgetown University. University of Sydney. The University of Adelaide. Monash University. King Abdulaiz University, Faculty of Economics and Administration. Beirut Arab University, Faculty of Business Administration. United Arab Emirates University. Zayed University College of Business. Peking University Guanghua School of Management. The Chinese University of Hong Kong. University of Delhi, Faculty of Management Studies. Africa University, Faculty of Business Administration. University of Cape Town, Graduate School of Business. North-West University, Faculty of Economic and Management Sciences. | Performance Management Events. 2015. Bahrain: Manama; Egypt: Cairo; Hungary: Budapest; Hong Kong; India: Mumbai; New Zealand: Auckland; Oman: Muscat; Saudi Arabia: Jeddah; Scotland: Edinburgh; Singapore: Singapore; Spain: Barcelona; United Arab Emirates: Dubai; United Kingdom: London; United States: Florida, New York, San Diego, San Francisco, Texas. | Career. Jobs. Salaries. | Book Categories. Business Performance Management. Corporate Performance Management. Employee Performance Management. Enterprise Performance Management. Individual Performance Management. Operational Performance Management. Performance Management. Personal Performance. Strategic Management. Strategy Execution. | Peer Reviewed Journals. Top 18. | Portals. Top 10 Most Visited. | Communities Analyzed. Balanced Scorecard. Business Intelligence. Corporate Performance Management. Employee Performance Management. Key Performance Indicators. | Software. Gartner: Magic Quadrant for Business Intelligence and Software Solutions. | 232 countries reviewed. 87 with performance management legislation in place. Abkhazia. Afghanistan. Åland Islands. Albania. Algeria. American Samoa. Angola. Anguilla. Antarctica. Antigua and Barbuda. Argentina. Armenia. Aruba. Australia. Austria. Azerbaijan. Bahamas. Bahrain. Bangladesh. Barbados. Belarus. Belgium. Belize. Benin. Bermuda. Bhutan. Bolivia. Bosnia and Herzegovina. Botswana. Brazil. British Virgin Islands. Brunei. Bulgaria. Burkina Faso. Burma. Burundi. Cambodia. Cameroon. Canada. Cape Verde. Caribbean Netherlands. Cayman Islands. Central African Republic. Chad. Chile. China. Christmas Islands. Cocos (Keeling) Islands. Colombia. Comoros. Congo, Democratic Republic of the. Cook Islands. Costa Rica. Cote d’Ivoire. Croatia. Cuba. Curacao. Cyprus. Czech Republic. Denmark. Djibouti. Dominica. Dominican Republic. Ecuador. Egypt. El Salvador. Eritrea. Equatorial Guinea. Estonia. Ethiopia. Falkland Islands (Islas Malvinas). Faroe Islands. Fiji. Finland. France. French Guiana. Gabon. Gambia, The. Georgia. Germany. Ghana. Greece. Grenada. Guadeloupe. Guam. Guernsey. Guyana. Honduras. Hong Kong. Hungary. Iceland. India. Indonesia. Iran. Iraq. Ireland. Isle of Man. Israel. Italy. Jamaica. Japan. Jersey and Saint Pierre and Miquelon. Jordan. Kazakhstan. Kenya. Kiribati. Korea, North. Korea, South. Kosovo. Kuwait. Kyrgyzstan. Laos. Latvia. Lebanon. Lesotho. Liberia. Libya. Liechtenstein. Lithuania. Luxembourg. Macau. Macedonia. Madagascar. Malawi. Malaysia. Maldives. Mali. Malta. Marshall Islands. Mauritania. Mauritius. Mayotte. Mexico. Micronesia, Federated States of. Moldova. Monaco. Mongolia. Montserrat. Montenegro. Morocco. Mozambique. Namibia. Nauru. Nepal. Netherlands. New Caledonia. New Zealand. Nicaragua. Niger. Nigeria. Niue. Norfolk Islands. Norway. Oman, Sultanate of. Pakistan. Palau. Palestine. Panama. Papua New Guinea. Paraguay. Peru. Philippines. Pitcairn Islands. Poland. Portugal. Puerto Rico. Qatar. Réunion. Romania. Russia. Rwanda. Saint Barthelemy. Saint Helena, Ascension and Tristan da Cunha. Saint Kitts and Nevis. Saint Lucia. Saint Vincent and the Grenadines. Samoa. Sao Tome and Principe. Saudi Arabia. Senegal. Serbia. Seychelles. Sierra Leone. Singapore. Sint Maarten. San Marino. Slovakia. Slovenia. Solomon Islands. Somalia. South Africa. South Ossetia. Spain. Sri Lanka. Sudan (South). Suriname. Svalbard and Jan Mayen Islands. Swaziland. Sweden. Switzerland. Syria. Taiwan. Tajikistan. Tanzania. Thailand. Timor-Leste. Togo. Tokelau. Tonga. Transnistria. Trinidad and Tobago. Tunisia. Turkey. Turkmenistan. Turks and Caicos Islands. Tuvalu. Uganda. Ukraine. United Arab Emirates. United Kingdom. United States. Uruguay. Vatican City. Uzbekistan. Vanuatu. Vietnam. Virgin Islands. Wallis and Futuna. West Bank. Western Sahara. Zambia. Zimbabwe. PERFORMANCE MANAGEMENT 2015IN PERFORMANCEMANAGEMENTIN2015 State of the discipline annual magazine Keep up to date with industry trends and leaders! Find the most suitable KPIs to measure your business success! For more details visit our store: marketplace.kpiinstitute.org
  9. 9. Performance Magazine, Printed Edition. Sixth issue, December, 2016. Content: News. Avoiding the “Never say never” mentality. A new type of business: analyzing pros’ injuries for sports fans and fantasy players. Investment plan for 2017– the US retail market. Marketing done slick: the Alex Boone method. Longines launches ski-boot data chip at Solden. The Smartwatch report: Forecasts, Trends and Market Response. How to increase your Amazon Affiliate revenue. Performance Management in the 21st century – understanding its core elements. Cover story: How to use the Balanced Scorecaard in a start-up company. Expert Interviews: Sattar Bawany, Adjunct Professor/CEO and C-Suite Master Executive Coach at the Curtin Graduate School of Business/Centre for Executive Education – CEE Global, Singapore. Michael J. Sutton, Chief Gamification Officer/Chief Knowledge Officer at Funification LLC, USA. Dean Spitzer, President of Dean R. Spitzer & Associates, USA. Monica R. Allen, Director of Strategic Planning and Evaluation at Mecklenburg County Government, USA. Mahmoud Mansi, Founder of HR Revolution Middle East, Egypt. Lim Kah Cheng, Chief Corporate Services at Human Resources Development Fund, Malaysia. Portrait. Gary Cokins, Founder of Analytics-Based Performance Mangement LLC, North Carolina, USA. A lifetime of continuous improvement, change and development. Around the World: The Canadian Transportation Agency – Increasing performance throughout the years. Guernsey’s Opportunities in FinTech. Cluj-Napoca – Best Practice in Strategy Building. Barbados – bridging the gap between man and government. Individual Performance. Helpful tips on how to perform an Employee Performance Review. Interviews, questions & emotional intelligence levels. Three Ways to Foster Meaningful Change. Organizational Performance. Happiness and Organizational Performance.Tesla plans on reviving an out of style business practice. Operational Performance. Hartsfield-Jackson Atlanta International Airport – Performance on the World’s Busiest Airport. How United Airlines have improved their operational performance. Turkey Tourism – the Collapse of a Famous Titan?. Performance Improvement. Neuroeconomics – understanding human economic decisions. Strategy and Performance Management. Social Listening and Social Intelligence Monitoring Instruments.Ask the Experts.How can we ensure our KPIs are aligned to the strategy?.Lifestyle. Clothes and performance: the secrets of workplace attire. Get the most out of your Language Learning Apps.The relationship between Exercise and better Brain Development. Hardware Review. D-Link AC3200 ULTRA Wireless Router – Fast and Efficient. Tobii Dynavox – EyeMobile Mini: Modern Technology for those with disabilities. Airtame – Connect in the blink of an eye. HP Spectre x360 – The New and Enhanced Version. Software Review. RescueTime – The Software that Helps You Stay Productive. Microsoft Teams: Easier Team Communication. KAYAK–Travelling & booking at your fingertips.TimeCamp –Tracking time and profit. Recommended.Titles to include in your 2016 reading list. Performance Management: Changing Behaviour that Drives Organizational Effectiveness, by Aubrey C. Daniels, John S. Baileyt. Rewarding Performance Globally: Reconciling the Global-Local Dilemma, by Fons Trompenaars, Robert J. Greene. Mental Toughness Training Program: The Guide to your Peak Performance, State Control, and Self-Discipline, by David Hamann. Performance Is Everything: The Way, What and How of Designing Compensation Plans, by August.Aquila, Coral L. Rice.The Skilled Facilitator: A Comprehensive Resource for Consultants, Facilitators, Coaches, and Trainers, by Roger M. Schwarz. Leadership Hack: Leading the Millennial Tribe, by Bruce Langevin.Movie.Moneyball –Sports,Sabermetrics and the Love of the Game.Keywords: Key Performance Indicators (KPIs). Balanced Scorecard. Performance Management. Performance Measurement. Performance Improvement. Strategy and Business Planning. Employee Performance Management. Personal Performance Management. Data Analysis. Data Visualization. Benchmarking. Customer Service Performance. Innovation Performance. Balanced Scorecard Management System Performance. Measurement. Evolution. Accuracy. Big Data. Management. Business Intelligence. Ethics. Education. Solution. Problem-solving. Decision-making. Project Management. Project Planning. KPI Selection. KPI Documentation. KPI Evaluation. KPI Life-cycle. Data gathering. Data presentation. Expert Interviews.Academics. Consultants. Practitioners. Events. Research. Mission. Vision. Strategy. Best know-how. Data and Facts. Common Sense. Data Accuracy. Performance Magazine Focus Categories: Editorials. Articles. News. Interviews. Multimedia. Strategy. Balanced Scorecard. KPI. Organizational Performance. Operational Performance. Individual Performance. Personal Performance. Around the World. The KPI Institute’s Professional Certification Programs. Certified Strategy and Business Planning Professional.Certified KPI Professional and Practitioner.Certified Performance Improvement Professional.Certified Employee Performance Management Professional. Certified Personal Performance Professional. Certified Data Visualization Professional. Certified Data Analysis Professional. Certified Benchmarking Professional. Certified Supplier Performance Professional. Certified Customer Service Performance Professional. Certified Innovation

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