Performance evaluation serves as a health check on operations and individuals’ work. The organizational maturity notion signifies the progress of an organization in terms of developing its people, processes, technology, and capability by implementing quality practices. Organizations aiming to achieve the highest maturity levels in performance need to take care of the intricacies involved in deploying a Performance Management system and the relationships it has with the other key organizational
indicators (6)
More sophisticated managers explicitly use Key Performance Indicators (KPIs) to promote cross-functional--not just vertical--alignment. For them, KPIs are the 
means and methods for rigorously defining and measuring the fundamentals that matter.
Why are KPIs important? If used effectively, KPIs can clearly track value creation and deliver value for its stakeholders – customers, employees, and investors.
KPIs are being used by organizations in different ways. Yet, there are clear and measurable diff
Technological innovation and intensifying competition are forcing leaders to rethink how they use Key Performance Indicators (KPIs) to manage and direct organizations. Digitization has reinforced the importance of Key Performance Indicators not only in enhancing employee performance but driving the overall organizational productivity.
The role of KPIs is becoming more dynamic. KPIs are getting demonstrably flexible, smarter, and valuable in achieving strategic advantage. Leading technology-dri
Creating a culture that measures productivity objectively is a sensitive matter. Key Performance Indicators (KPIs) are being employed extensively by organizations across the globe to monitor and track performance. KPIs provide valuable metadata to improve top-down and bottom-up vertical efficiency.
Analytics-driven firms are aware that KPIs are much more than a tool to evaluate performance. Utilizing KPIs, they gather valuable insights, create enterprise-wide accountability, and develop a goal-
Functional organizations are facing dramatic changes. Businesses are becoming more focused around capabilities and demand leaders of
functions to play a more strategic role. With a less stable environment and more intense competition, a premium is put on agility and flexibility with an increased emphasis on performance results. In effect, functions are pressured to boost operation excellence while reducing costs.
But given the day-to-day transactional needs of business and the long-range in-depth
The first thought paper, Embracing Enterprise Risk Management: Practical Approaches for Getting Started, developed by Mark Frigo and Richard Anderson of the Center for Strategy, Execution, and Valuation at DePaul University, describes how an organization can begin implementing an ERM process. It also examines perceived barriers to effective ERM and how to work through those barriers. “Starting an ERM process is a daunting task for many organizations” said Anderson. “The paper provides an actio
