1. Performance Measurement
Implementation and
Performance Measurement

2. Strategy Development Involves (moving to implementation)
* developing an appropriate goal system for the organization
* creating a mission statement in relation to the above
* setting strategies within the context of the goal system
* establishing a series of action program's related to the
strategies and representing an action package
* agreeing upon a set of actions to support the action programs
* developing a strategic control/delivery system (SDSS)
involving review of strategic performance

3. Action Tracking Schema
Development of action programmes and actions showing:
dates and names,
colour coding
Coding
Status Colour Type Size Sample
Attention Red 14 point Attention
Begin Blue 12 point Begin
Doing Cyan 10 point Doing
Finish Silver 8 point Done
Responsibilities and Reporting
[Initials Quarter/Year/Status Expected
Eg [RC 4Q5p] p = progressing, c = completed
Making Strategy: The Journey of Strategic Management - Eden and Ackermann, 1998

4. A possible Performance Measurement System!
TI - Tracking
Indicators
Mission/Vision
Goals
PI -
performance
Indicators
Strategies
Actions
Colour coded progress
Operational tasks
Subtasks
Making Strategy: The Journey of Strategic Management - Eden and Ackermann, 1998

5. Building an integrated Performance Measurement System
Provides a single platform rather than having many sources
Promotes synergy across departments/projects and enables leverage to be gained
Tests strategic/operational fit - where are the gaps?
Incorporates benchmarking
“benchmarking forces executives to justify why a proposal deviates from the standards and thereby helps executives develop a shared understanding of the strategy’s potential implications” Feigner 1997
Identifies responsibilities and timeframes
use of SDSS model as DSS - to monitor progress
equality
promulgation
refresh/act as organizational memory
Initiating new members of staff
promote learning (individually and organizationally)

6. 240 Develop a highly skilled, appropriate & flexible workforce
PERFORMANCE INDICATORS 0%
100%
Increase number of completed
training programs (3 boxes)
Increase the number of people into
places
Increase number of qualifications
(GI generated) achieved by
workforce
live in Govan
TRACKING INDICATORS
yes no
Govan becomes a net contributor to Glasgow’s
movement towards National Training targets
yes
work in Govan
Increase school leavers entering Further or
Higher Education no
Making Strategy: The Journey of Strategic Management - Eden and Ackermann, 1998

7. Promulgation - Next Steps
Determine audience for strategy document
multiple audiences
match aspirations with practical considerations
Language
positive
link to performance indicators
Performance Indicators
vehicle for strategic review
published as part of the strategy
qualitative and quantitative,
avoid measuring on output
Form of publication
mix of maps and text

8. Strategic Review
* Executives regularly put aside time to review progress of
one goal and its strategies
- horizontal and vertical reviews
* Carry out review (1 day) after 6/12 months
- include senior executive group + relevant members
- review strategy in relation to performance indicators
- review strategy in relation to degree of commitment
to the strategy in the organization
- keeps ownership and encourages reflection
- establish a degree of consensus
* Build strategy review into senior management performance
review
* Ensure all resource requests are made in relation to strategy
* Executives annually reviews ‘core assumptions’ of direction
* Use the model as an organizational memory

9. Reviewing Strategy - one form
Implementation
Strategic Issues show
signs of success
BUT not related to the strategy
100%
Strategic Issues are
performing well
have a good level of understanding
see good level of implementation
Dissemination
100% 0%
Strategic Issues are
not understood
not attained
Strategic Issues are
being promulgated
BUT not implemented sucessfully 0%
Making Strategy: The Journey of Strategic Management - Eden and Ackermann, 1998

10. "There is nothing more difficult
than to achieve a new order of things,
with no support from those
who will not benefit from the new order,
and only lukewarm support
from those who will"
Machiavelli - The Prince (1514)