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StrategyDriven Evaluation and Control Program Forum
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:
Articles
Best Practices Articles
- Best Practice – Data Synthesis [StrategyDriven Premium Content]
- Best Practice – Measure Against Excellence [StrategyDriven Premium Content]
- Best Practice – Assess the Good, the Bad, and the Ugly [StrategyDriven Premium Content]
- Best Practice – Show It Visually [StrategyDriven Premium Content]
- Best Practice – Don’t Break the Mirror [StrategyDriven Premium Content]
- Best Practice – Identify Data Relationships [StrategyDriven Premium Content]
Warning Flags Articles
- Warning Flag – The Illusion of Accuracy [StrategyDriven Premium Content]
- Warning Flag – Absence of Evidence as Evidence of Absence [StrategyDriven Premium Content]
- Warning Flag – Using Data as Information [StrategyDriven Premium Content]
StrategyDriven Expert Contributor Articles
- Lost in Translation by Lori Bieda
StrategyDriven Podcasts
StrategyDriven Podcast – Special Edition
Resources
Whitepapers
Models
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.
Complex decision execution, whether seeking near- or long-term results, often stimulates action involving many of the functional business units within an organization. These decisions may mobilize procurement personnel for material acquisitions, human resources specialists for contractor in-processing, finance personnel for debt restructuring, or any of a number of other functional organizations for the performance of core business activities.
Too often, organizations biased to action move forward with projects and initiatives before defining the results to be achieved. This shotgun approach resembles the marksman who shoots, shoots some more, and then aims. And like the marksman who doesn’t first aim, the organization may or may not achieve its desired goals. Even if the goals are met, it is likely that many of the activities pursued contributed little or not at all to the organization’s goals; ultimately, wasting precious time and resources.
Business Programs