Performance Management(英文版)(doc 33页)
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Performance Management(英文版)内容提要：
Peter is Chief Executive Officer for a medical supply multinational that recently crafted a new strategy to counter competitive threats. The plan stressed the need to cut cycle time, concentrate sales on higher-margin products and develop new markets.
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Many organizations create good strategies, but only the best execute them effectively. Fortune magazine estimates that when CEOs fail, 70% of the time it’s because of bad execution. Weak execution is pervasive in the business world, but the reasons for it are largely misunderstood. Why is it that no one in Peter’s organization was acting in sync with the strategy? Unless we understand the reasons, we can’t hope to solve the problem.
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Lack of Clarity at the Top
A recent Hay Group study shows a disturbing lack of clarity on top teams (organizational clarity measures the extent to which employees understand what is expected of them and how those expectations connect with the organization’s larger goals). The chart below shows dramatically higher levels of clarity on outstanding vs. average teams. In fact the biggest single difference between great and average top teams and typical ones was in the level of internal clarity. See Figure 1.
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