個案資料

Despite reviews being a widespread practice, business units still fall short of their goals. A number of organizations use the Balanced Scorecard (BSC) method, although opinions vary on its efficacy. The review process in most organizations suffers from being unfocused and uncandid and using tools for review that are not structurally defined. Reviews must primarily track and assess the relevance of a destination, the direction of progress toward the destination, and the momentum needed to reach the destination before someone else gets there. Reviews should be asking questions on an ongoing basis: What is working and what is not? What needs to be escalated, how, and by whom if intended outcomes are not manifesting? What dependencies are impeding or facilitating the outcomes needed to achieve the goals? Strong strategic reviews are those where leaders and managers have focused on five objectives: 1) assess the manager’s understanding of the measures used to evaluate progress toward a goal; 2) evaluate the manager’s acumen; 3) judge the manager’s ability to navigate market uncertainties, understand customers’ needs, and make decisions; 4) scrutinize the operational plan and the events the team must successfully manage to move toward the goal; and 5) consider the manager’s ability to utilize resources amid unforeseen contingencies.

• Executive development
• Employee reviews
• Employee productivity
• Talent development