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Business Performance Assessment Program Best Practice 8 – Documented Business Performance Assessment Process
Effective performance improvement programs promote alignment of business operations with the organization’s vision, mission, values, and goals. Such programs consistently identify opportunities to improve high value-adding operations and to eliminate low value-adding activities. These programs themselves are highly efficient and capable of producing repeatable results. Documenting the business performance assessment process provides the framework necessary to achieve this level of focused execution consistency.
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About the Author
Nathan Ives is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.
Effective evaluation and control programs rely on a set of underlying behaviors promoting continuous performance improvement. While positionally dependent, these behaviors foster the continuous identification and resolution of performance improvement opportunities and shortfalls.
Feedback mechanisms serve as a reflection of an organization, business unit, department, or individual’s performance. At times, these mirrors reveal exceptional performance; in other cases, good or satisfactory performance; and in some instances poor or unacceptable performance. Too often, the individual or group holding the mirror, whether a performance metric, an internal self-assessment, or a third party audit, is blamed for the performance indicated. Regardless of who provides the performance report, this person or group should not be attacked for identifying instances of success or failure.
“Don’t throw the baby out with the bath water.”
In this hyper-competitive business world there are no points for second place. Companies not achieving excellence in key performance areas as defined by their chosen market often find themselves driven to irrelevancy by competitors and in danger of going out of business. Subsequently, organization leaders must know how their company performs against standards of excellence in the key areas to be able to make the investment decisions necessary to remain competitive.
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