A picture comprised of only one color is not a picture at all; rather, it is simply a field of color. Likewise, a single performance indicator cannot paint a picture of performance.
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An organization’s evaluation and control program is a data gathering and action initiation mechanism. This program monitors the external business environments, the internal performance of business units, processes, and individuals, and the output products and services of the organization. Once collected, data is processed to present a picture of the company’s overall performance and to trigger actions in response to conditions representing opportunities or threats.
The evaluation and control program is comprised of several component processes that monitor performance on a continuous, periodic, and event driven basis; driving action when necessary. Component processes include:
organizational performance measurement system (continuous and periodic)
external environmental monitoring program (continuous and periodic)
condition reporting/corrective action program (event driven)
self-assessments program (periodic and event driven)
benchmarking (periodic)
Outputs from the various monitoring processes are often combined to create a richer understanding of organizational performance relative to both internal performance standards and external benchmarks. Synthesized data drives actions on a day-to-day operational basis and serves as input to the strategic planning process. When predefined thresholds are reached or exceeded, action is prompted to take advantage of opportunities or mitigate threats representing a risk to the business or its operations.
Focus of the Evaluation and Control Program Forum
Evaluation and control program components play a key role in an organization’s learning and growth efforts. They not only identify improvement opportunities, they also identify internal and external best practices that can be used to better existing processes. This continuous growth mechanism is critical to an organization seeking to maintain and advance its position in the marketplace. Materials in this forum are dedicated to discussing the leading practices of companies successfully executing an evaluation and control program in support of strategic business planning and tactical business execution. The following articles, podcasts, documents, and resources cover those topics critical to an effective evaluation and control program:
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The Three Signs of a Miserable Job: A Fable for Managers (And Their Employees) by Patrick M. Lencioni examines three causes of job dissatisfaction. Focused on the executive and management teams, Mr. Lencioni illustrates the harmful effects of anonymity, irrelevance, and immeasurability on worker performance and ultimately the organization’s success. He then prescribes actions that can be taken to overcome these obstacles thereby increasing employee productivity and engagement which subsequently improves organizational performance.
Benefits of Using this Reference
Employee performance serves as the foundation for the organization’s overall performance. When employee efforts are optimized and aligned to common mission goals, the organization realizes its greatest value potential.
Creating job satisfaction and thereby earning employee engagement and promoting focused, productive work effort is the responsibility of every executive and manager. StrategyDriven contributors like The Three Signs of a Miserable Job because it highlights the fundamental job satisfaction needs shared by all employees and the barriers preventing these needs from being met. As with all of his previous fables, Mr. Lencioni offers actionable steps executives and managers can take in order to eliminate these barriers. Additionally, Mr. Lencioni’s recommended actions support what StrategyDriven contributors believe is key to sustained, superior success; shared vision, focus, and commitment.
As a business novel, The Three Signs of a Miserable Job presents its principles for improving job satisfaction through a believable, vividly illustrated, and easily related to story of two organizations struggling to improve performance. Many of the best practice recommendations found on the StrategyDriven website compliment the actions prescribed in The Three Signs of a Miserable Job; making this book a StrategyDriven recommended read.
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StrategyDriven contributors are pleased to announce the release of our fourth model, the Decision-Making Base Model. This model illustrates the concepts of uncertainty and risk associated with hurdle and window decisions. (Hurdle decisions seek outcomes above a defined threshold while window decisions seek outcomes between an upper and lower threshold.) Additionally, the model provides the foundation from which later posts and models will explore how various actions impact a decision’s uncertainty and therefore its risk and the probability of achieving desirable outcomes.
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All organizations face the dilemma of limited resources. Some organizations, through the use of deliberate work prioritization and sound resource needs estimation, ensure their resources are appropriately allocated to maximize the organization’s overall value. In other organizations, however, there exists an adversarial relationship between seniors and subordinates that results in inaccurate resource estimation and subsequently diminishes the overall value the organization is capable of producing.
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StrategyDriven Contributors recommend the following resource as a guide to the common methods used to estimate resource needs for an activity or project:
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.
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Business Programs
Diverse Indicators
/in Organizational Performance Measures, Premium/by Nathan IvesStrategyDriven Evaluation and Control Program Forum
/in Evaluation & Control Program/by StrategyDrivenThe evaluation and control program is comprised of several component processes that monitor performance on a continuous, periodic, and event driven basis; driving action when necessary. Component processes include:
Outputs from the various monitoring processes are often combined to create a richer understanding of organizational performance relative to both internal performance standards and external benchmarks. Synthesized data drives actions on a day-to-day operational basis and serves as input to the strategic planning process. When predefined thresholds are reached or exceeded, action is prompted to take advantage of opportunities or mitigate threats representing a risk to the business or its operations.
Focus of the Evaluation and Control Program Forum
Evaluation and control program components play a key role in an organization’s learning and growth efforts. They not only identify improvement opportunities, they also identify internal and external best practices that can be used to better existing processes. This continuous growth mechanism is critical to an organization seeking to maintain and advance its position in the marketplace. Materials in this forum are dedicated to discussing the leading practices of companies successfully executing an evaluation and control program in support of strategic business planning and tactical business execution. The following articles, podcasts, documents, and resources cover those topics critical to an effective evaluation and control program:
Articles
Best Practices Articles
Warning Flags Articles
StrategyDriven Expert Contributor Articles
StrategyDriven Podcasts
StrategyDriven Podcast – Special Edition
Resources
Whitepapers
Models
Recommended Resource – The Three Signs of a Miserable Job
/in Management & Leadership, Recommended Resources/by StrategyDrivenThe Three Signs of a Miserable Job: A Fable for Managers (And Their Employees)
by Patrick M. Lencioni
About the Reference
The Three Signs of a Miserable Job: A Fable for Managers (And Their Employees)
by Patrick M. Lencioni examines three causes of job dissatisfaction. Focused on the executive and management teams, Mr. Lencioni illustrates the harmful effects of anonymity, irrelevance, and immeasurability on worker performance and ultimately the organization’s success. He then prescribes actions that can be taken to overcome these obstacles thereby increasing employee productivity and engagement which subsequently improves organizational performance.
Benefits of Using this Reference
Employee performance serves as the foundation for the organization’s overall performance. When employee efforts are optimized and aligned to common mission goals, the organization realizes its greatest value potential.
Creating job satisfaction and thereby earning employee engagement and promoting focused, productive work effort is the responsibility of every executive and manager. StrategyDriven contributors like The Three Signs of a Miserable Job
because it highlights the fundamental job satisfaction needs shared by all employees and the barriers preventing these needs from being met. As with all of his previous fables, Mr. Lencioni offers actionable steps executives and managers can take in order to eliminate these barriers. Additionally, Mr. Lencioni’s recommended actions support what StrategyDriven contributors believe is key to sustained, superior success; shared vision, focus, and commitment.
As a business novel, The Three Signs of a Miserable Job
presents its principles for improving job satisfaction through a believable, vividly illustrated, and easily related to story of two organizations struggling to improve performance. Many of the best practice recommendations found on the StrategyDriven website compliment the actions prescribed in The Three Signs of a Miserable Job
; making this book a StrategyDriven recommended read.
New Model Release – Decision-Making Base Model
/in Announcements, Decision-Making/by Nathan IvesResource Management Warning Flag 1 – Frequent, Inaccurate Resource Needs Estimation
/in Premium, Resource Management/by Nathan IvesHi there! Gain access to this article with a StrategyDriven Insights Library – Total Access subscription or buy access to the article itself.
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Additional Resources
StrategyDriven Contributors recommend the following resource as a guide to the common methods used to estimate resource needs for an activity or project:
A Guide to the Project Management Body of Knowledge, Third Edition
by the Project Management Institute
About the Author