Building a High Performance
Organization...

Building a high performance (and accountable) organization requires a comprehensive initiative that includes new management processes and better business systems to support them. New management processes must enable managers to anticipate business directions and outcomes; understand the key performance drivers behind the numbers; achieve strategic alignment across the organization in goal setting, planning, monitoring, analyzing and reporting; respond to changing conditions more quickly; and deliver accountability in all activities.

New management processes are required to enable managers to anticipate business directions and outcomes, understand the key performance drivers behind the numbers and respond to changing conditions more quickly. New processes also are needed to allow managers to achieve strategic alignment across the organization in goal setting, planning, monitoring, analyzing and reporting on key performance drivers. And new processes are required so managers can deliver accountability in all activities.

New business systems must enable accurate plans, models and leading indicators and consistent measurement processes and metrics. New business systems also are needed to enable collaboration and sharing of information and continuous fine-tuning, adjustments and mid-course corrections. And new business systems are required to provide immediate visibility into the impact of decisions and actions.

A performance-accountable organization:

• Finds truth in numbers. A single version of the truth guides performance at all levels of the organization.
  
• Stands up to scrutiny. A comprehensive approach to performance management meets the highest standards of accountability.
  
• Plans with impact. Insight and dynamic processes produce actionable plans that continually guide the organization to success in changing conditions.
  
• Sets accurate expectations. A thorough understanding of business drivers and performance indicators leads to an ability to anticipate results.
  
• Reports with confidence. Detailed, integrated and accessible financial and operational information combines to enable executives to personally certify business results.
  
• Achieves on-demand visibility. A system that combines data from existing transactional systems across the enterprise gives managers transparent access to performance information anytime, anywhere.
  
• Executes with conviction. Truth, clarity and confidence forge a powerful link between strategy, plans and execution.

• Poor insight into performance drivers. Fragmented financial and operational information siloed in transactional systems or spreadsheets prevents a reliable, accurate and complete view of an organization’s performance. In addition, most performance information is historical rather than forward-looking, which is valuable but insufficient in making decisions that improve future performance.
  
• Static planning processes. Static plans locked in spreadsheets that cannot be adapted to changing conditions quickly become obsolete. In addition, plans are often developed by individual business units working alone rather than in collaboration across the enterprise. As such, they may not factor in cross-functional implications and interdependencies.
  
• Ineffective performance monitoring. Poor tools for monitoring performance in a timely way lead to an inability to drive strategies into operational plans, evaluate performance against plans and anticipate results in a continuous and timely fashion. In addition, most performance monitoring tools today are designed for expert users and thus are inaccessible to most decision makers and managers in an organization, which further limits their effectiveness.
  
• Limited reporting capabilities. Today’s reporting tools are often based on inconsistent metrics that make it impossible to demonstrate performance of key variables that significantly impact performance. As a result, they are limited in their comprehensiveness and in their ability to predict future outcomes.

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