I believe that the most important thing an organization should do (in fact, that's why they are called organizations) is to align and galvanize each and every individual's goals, each team, each workgroup, each staff, each contractor with the goals of the organization.

1. Goal Congruence and
Performance Excellence
Conceptual Overview

2. One of the key contributions of Top Corporate
Management to the Organization is to align
organizational activities with stakeholders’ interests by
directing Company Executives’ concentration and effort
to support the organization’s Vision and Mission goals
in all aspects of business operations.
Goal Congruence
This is accomplished by aligning individual executive’s goals with the
Organization’s.

3. Goal Congruence
Goal congruence means that the goals of individual
executives align with the goals of their Departments,
Divisions and ultimately the goals of the Organization
Implementation of goal congruence means that the goals of
the organization are allocated and cascaded into Divisional,
Departmental and Individual responsibilities, and the
achievement of these goals are monitored on a continuing
basis

4. SoftExpert For
Township Development Lifecycle
 1. Township development plan is constructed – Document Management ( for architectural drawings & GIS/ Version Control)
 2. Implementation timeline is drawn – Project management
 3. Development Budget is prepared – Financials/ Budgeting and Planning
 4. The township develops investment prospectus – Document Mangement/ Version Control/ Approval Workflow
 5. The township approaches 3 potential investors, goes through courtship ritual – CRM
 6. 2 out of 3 investors keen. Drafts agreement. Goes through detailed negotiations and revisions – Contract Management/ Document Management/ Version Control
 7. Meantime, 10 contractors for construction are approached – CRM
 8. Proposals and negotiations with contractors – Contract Mgt/ Document Mgt/ Version Control/ Approval Workflow
 9. Compromise reached with 2 investors, formation of SPV with both as shareholders – Financial/ Consolidation module
 10. Terms for investment drawdown and timeline is developed, with contingency clauses for construction cost escalation clauses, currency fluctuation barriers etc – Contract Mgt, Document Mgt, Approval Workflow
etc
 11. Construction drawings, contracts drawn up, selection of contractor – Contract Mgt/ Project Mgt
 12. Construction Contract is negotiated and signed with 4 contractors for various works – Contract Mgt/ Document Mgt/ Project Mgt
 13. Initial drawdown from Investors – Contract Mgt/ Financial
 14. Collection of performance bond, payment of mobilization fees, site preparation work commences to/from contractor – Project Mgt/ Finance
 15. Work inspection, progress certification and payment – contract mgt/ project mgt/ finance
 16. Marketing efforts to potential tenants is initiated – CRM
 17. Initial plan reviewed, variation order arises – Contract Mgt/ project mgt/ finance/ budgeting and planning

 Etc

5. Performance Management is the process through which
managers ensure that employee activities and outputs are
congruent with the organization's goals.
Performance Management
Strategy Maps are one of the tools used to align goals
and activities within an organization, which are
translated into indicators for monitoring the execution of
corporate strategy
Goal Alignment Sample Data

6. Performance Excellence

7. Performance Excellence Framework

8. Strategize
Vision
Mission
Values
Objectives
Critical Success Factors
SWOT
Risks
Plan
Strategy Map
Strategic Initiatives
Indicators
Scorecards
Competencies
Implement
Portfolios
Projects
Processes
Exceptions/ Occurrences
Documents
Alerts/ Notifications
Aspects of Performance Excellence
Feedback and Realignment

9. Application Scenario –
Total Township Lifecycle
 1. Township development plan is constructed – Document Management ( for architectural drawings & GIS/ Version
Control)
 2. Implementation timeline is drawn – Project management
 3. Development Budget is prepared – Financials/ Budgeting and Planning
 4. The township develops investment prospectus – Document Mangement/ Version Control/ Approval Workflow
 5. The township approaches 3 potential investors, goes through courtship ritual – CRM
 6. 2 out of 3 investors keen. Drafts agreement. Goes through detailed negotiations and revisions – Contract
Management/ Document Management/ Version Control
 7. Meantime, 10 contractors for construction are approached – CRM
 8. Proposals and negotiations with contractors – Contract Mgt/ Document Mgt/ Version Control/ Approval Workflow

10. Application Scenario –
Total Township Lifecycle
 9. Compromise reached with 2 investors, formation of SPV with both as shareholders – Financial/ Consolidation module
 10. Terms for investment drawdown and timeline is developed, with contingency clauses for construction cost escalation clauses,
currency fluctuation barriers etc – Contract Mgt, Document Mgt, Approval Workflow etc
 11. Construction drawings, contracts drawn up, selection of contractor – Contract Mgt/ Project Mgt
 12. Construction Contract is negotiated and signed with 4 contractors for various works – Contract Mgt/ Document Mgt/ Project
Mgt
 13. Initial drawdown from Investors – Contract Mgt/ Financial
 14. Collection of performance bond, payment of mobilization fees, site preparation work commences to/from contractor –
Project Mgt/ Finance
 15. Work inspection, progress certification and payment – contract mgt/ project mgt/ finance
 16. Marketing efforts to potential tenants is initiated – CRM
 17. Initial plan reviewed, variation order arises – Contract Mgt/ project mgt/ finance/ budgeting and planning
 Etc

11. Aspects of Performance Excellence

12. Aspects of Performance Excellence

13. Aspects of Performance Excellence

14. SoftExpert Excellence Suite
Integrated Performance Excellence Platform

15. SoftExpert Excellence Suite
Integrated Performance Excellence Platform

16. Corporate Performance
Management

17. Project and Portfolio Management

18. Enterprise Quality Management

19. Enterprise Content/ Knowledge
Management

20. Human Capital Development

21. Business Process Management

22. Enterprise Asset Management

23. Environment, Health and Safety

24. Product Lifecycle Management

25. Enterprise Risk Management

26. Governance, Risk and Compliance

27. IT Service Management

28. Developing Performance
Management Capability
Reverse
Engineering
Process-based
Performance
Management
Competitive
Benchmarking
Strategic
Performance
Management
Global
Performance
Management
FIRST
GENERATION
SECOND
GENERATION
FIFTH
GENERATION
FOURTH
GENERATION
THIRD
GENERATION

29. Scope of Strategic Performance
Management
Strategic
Plan
Customers
Competitors
Environment
Investors
Expectations
Internal
Factors
Suppliers
Strategic
Benchmarks
Tactical
Plans

30. Impact
•Companies Act 100%
•Income Tax Act 100%
•Anti-Corruption Act 100%
•Etc 100%Compliance
•Available When Neeeded 100%
•Security Access 100%
•Document Loss/ Tampering 100%
Effectiveness
•Loss of Business/ Opportunities
•Inability to Enforce Contracts & Agreements
•Inability to Defend Against Litigations & Suits
Risk
Management
•Search & Retrieval
•< 10 mins 75%
•< 1 hour 25%
•Sharing/ Alert
•Storage Utilization
Efficiency

31. Benefits from SoftExpert Integrated
Performance Suite

32. ‘Excellence’ is no longer desirable but necessary in today's
competitive global environment.
If Corporations are to survive and succeed amidst increasing
competition from regional and international competitors, it can
only be by practising ‘Excellence’ in their services and products
offering.
Towards this direction of achieving excellence, Corporations should
ensure goal congruence within their organizations so that the goals
and activities of individual executives, Departments and Divisions
support the overall goals of the organization.
Conclusion

33. Thank You
SoftExpert Excellence Suite