Organisations often require some help to optimise their existing performance management implementations. This can involve the implementation of often missing components such as strategic maps, key performance questions, key performance indicators or the right communication and review processes. Moreover, it can focus on the alignment of the performance management initiatives like the cascading of a Balanced Scorecard or Strategy Map throughout the organisation, the alignment with other management processes such as planning, budgeting or risk management, or the automation of scorecards using performance management software.
Even though much work might have gone into the design and implementation of any existing performance management initiatives, many organisations are struggling to get the full value out of their implementations.
" Bernard Marr’s approach has provided us with invaluable insights about our business and allowed us to validate our business hypotheses. " Dr. Holger Adelmann, Astra Zeneca
“ The Strategic Performance Management process we went through, facilitated by Bernard Marr of the Advanced Performance Institute, allowed us to clarify and map the strategy of our Force. The force has now been in existence for over 25 years and this is the first time we have had an agreed strategy that clearly identifies our output deliverables and performance enablers. In addition to this we now have a framework of key performance questions we need to answer on a regular basis in order to manage our performance today and in the future. These questions also allowed us to design a set of meaningful key performance indicators. Whereas before we were measuring and reporting a lot of unnecessary data, now we have a clearly aligned framework. ” Group Captain Mark Roberts, Royal Air Force
Research
