PMworkingpape—绩效管理讲座英 文DOC 16页.doc
《PMworkingpape—绩效管理讲座英 文DOC 16页.doc》由会员分享,可在线阅读,更多相关《PMworkingpape—绩效管理讲座英 文DOC 16页.doc(19页珍藏版)》请在三一办公上搜索。
1、Steve Sherretta四月 29, 2023Performance Management:Enhancing Execution Through a Culture of DialoguePeter is Chief Executive Officer for a medical supply multinational that recently crafted a new strategy to counter competitive threats. The plan stressed the need to cut cycle time, concentrate sales o
2、n higher-margin products and develop new markets. Four months after circulating the plan, Peter did a “walkaround” to see how things were going. He was appalled. Everywhere Peter turned people, departmentswhole business unitssimply didnt “get it.”First surprise: Engineering. The group had cut produc
3、t design time 30%, meeting its goal to increase speed-to-market. Good. Then Peter asked how manufacturing would be affected. It turned out the new design would take much more time to make. Total cycle time actually increased. “Our strategic plan message is not really getting through,” Peter thought.
4、Second surprise: Sales. The new strategy called for a shiftemphasize high margin sales rather that pushing product down the pipeline as fast as possible. But just about every salesperson Peter spoke to was making transactional sales to high-volume customers; hardly anyone was building relationships
5、with the most profitable prospects. Sales is doing just what its always done, Peter thought. Worst surprise: Even his top team, the people whod helped him craft the strategy, was not sticking to plan. Peter asked a team member: “Why are you spending all your time making sure the new machinery is wor
6、king instead of developing new markets?”“Because my units chief goal was to improve on-time delivery,” he answered. “But what about company goals?” said Peter. “We came up with a good plan and communicated it very clearly. But nowhere it isnt being carried out. Why?”Many organizations create good st
7、rategies, but only the best execute them effectively. Fortune magazine estimates that when CEOs fail, 70% of the time its because of bad execution. “Why CEOs Fail,” by Ram Charan and Geoffrey Colvin, Fortune magazine, June 21, 1999. Weak execution is pervasive in the business world, but the reasons
8、for it are largely misunderstood. Why is it that no one in Peters organization was acting in sync with the strategy? Unless we understand the reasons, we cant hope to solve the problem.Imagine someone hitting a tennis ball. When the brain says “hit the ball,” it doesnt automatically happen. The mess
9、age travels through nerve pathways down the arm and crosses gaps between the nerve cells. These gaps, or “synapses,” are potential breaks in the connection. If neurotransmitters dont carry the message across the gap, the message never gets through, or it gets distorted. When that happens, either the
10、 arm doesnt move at all, or it moves the wrong way.Creating a “culture of dialogue”Just like a nervous system, organizations also have gaps that block and distort messages. The secret to effective strategy execution lies in crossing hierarchical and functional gaps with clear, consistent messages th
11、at relay the strategy throughout the organization. Sound simple? Its not. The reason is that the “neurotransmitters” in organizations are human beingsexecutive team members, senior managers, middle managers and supervisorswhose job it is to make sure that peoples behavior is aligned with the overall
12、 strategy. Doing what it takes to achieve alignment is very difficult. It is what Ram Charan calls, the “heavy lifting” of management, and its the key to executing strategy. As well see later, there is an important difference between companies that successfully align behavior with strategy and those
13、 that do not. Companies that effectively execute strategy create a “culture of dialogue.” A culture of dialogue encourages pervasive two-way communications where individuals and groups 1) question, challenge, interpret and ultimately clarify strategic objectives; and 2) engage in regular performance
14、 dialogue to monitor behavior and ensure it is aligned with strategy. Three keys to managing performanceA culture of dialogue doesnt happen instantly, any more than a fluid tennis stroke does. It takes practice, persistence and hard work. So how exactly can leaders ensure that strategy messages go a
15、ll the way down the linethat the tennis ball gets hit correctly? The three keys to managing performance effectively are:1. Achieving radical clarity by decoding strategy at the top. Many organizations think they send clear signals but dont. In some cases, managers subordinate broad strategic goals t
16、o operational goals within their silos. Thats what happened with Peters top team. Elsewhere, top team members often have too many “top” prioritiesweve seen as many as 100 in one casewhich results in mixed signals and blurred focus. Strategy decode requires winnowing priorities down to a manageable n
17、umberas little as five. 2. Setting up systems and processes to ensure clarity. Once strategy is clear, organizations must create processes to ensure that the right strategy messages cascade down the organization. These include: strategy-centered budget and planning sessions; staff and team meetings
18、to discuss goals; performance management meetings; and talent review sessions. Dialogue drives all these processes. Each represents a “transmitter opportunity,” where strategic messages are conveyed and behavior is aligned with goals.3. Aligning and differentiating rewards. Leaders must make sure re
19、wards encourage behaviors consistent with strategy, which sounds easy but isnt. Differentiation is about making sure that stars get significantly more than poor performers. But almost everywhere managers distribute rewards more or less evenly. As well see, lack of effective performance dialogue is a
20、 key contributor to dysfunctional reward schemes.We list these three items separately but they are, of course, interconnected. Systems and processes depend on clarity from the top. Differentiation and alignment of rewards depend on managers using performance systems effectively. Dialogue is the glue
21、 that holds it all together. But not just any dialogue will do. It must be dialogue with purpose, focused on performance.Link to company valuationCompanies that manage performance wellGeneral Electric comes to mindhave higher market valuations. Why? Because, more and more, institutional investors vi
22、ew strategy execution as a vital factor influencing stock prices.Just a few years ago institutional investors relied almost exclusively on financial measures for company valuations. Now 35% of a market valuation is influenced by non-financial, intangible factors, according to a study by Ernst & Youn
23、g. Based on a study conducted by Sarah Mavrinac and Tony Siesfeld for the Ernst & Young Center for Business Innovation. The study showed that “execution of corporate strategy” and “management credibility” ranked number one and number two in importance to institutional investors out of 22 non-financi
24、al measures. John Inch, a managing director and analyst at Bear Stearns notes that in some sectors, such as diversified industrial companies, intangibles account for even moreup to half a companys value. “You can take even a mundane asset and inject good management and have something pretty strong,”
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- PMworkingpape绩效管理讲座英 文DOC 16页 PMworkingpape 绩效 管理 讲座 DOC 16
链接地址:https://www.31ppt.com/p-4596966.html