OVERVIEW
Executive summary Performance Management 2012 Performance Management as a discipline is at a crossroads in 2012. The reinvigoration of Performance Measurement started in the 1990s and it continued with an increase in the use of performance management systems. It is still a lot less mature compared to Project Management, Process Management and even Enterprise Architecture and this affects its relevance and credibility in the business environment. While improvements have been made in specific fields of knowledge, such as performance measurement and strategy implementation, the integration between organizational, operational and employee performance is not sufficiently addressed, neither in theory nor in practice. The lack of standards and of an integrated body of knowledge leaves room for interpretation and confusion. In recent times, two messages with the potential of becoming catalysts of change were sent out by the economic environment. The financial crisis highlighted that the archaic commandand-control management structures may become dangerous in today’s interconnected business environment. The second message comes from start-up technology companies, many employing fresh approaches to culture and management systems, with impressive results. Such messages send a strong signal that Performance Management needs to progress to a new phase of maturity. However, as it happens many times in life, in order to change, it is important to know yourself in the context of your operating environment. Performance Management in 2012 is the first from a series of annual publications in which The KPI Institute will provide an overview of the state of the discipline. The current volume was developed through a qualitative research study, reviewing both primary collected data and secondary sources. It covers a variety of topics, from expert perspectives on the matter to keyword trends and review of governmental efforts in promoting Performance Management at national level. There were three main editorial rules followed in the development of the content. At The KPI Institute, we believe that the knowledge base of each discipline is expanded by the combined efforts of practitioners, academic researchers and consultants. This triangulation of views represents a blueprint of the series. Secondly, opinions from experts based in Anglo-Saxon countries were balanced by opinions from all corners of the world, from El Salvador to UAE and from China to Algeria. Globalization should be considered not only in economic terms, but also in terms of knowledge and insight generation and sharing. Thirdly, the aim of the content was to be practical, so as to ensure relevance to the widest array of stakeholders. Moreover, the content balances insights from subject matter experts with specific details about events, resources and keyword trends. Performance Management in 2012 also initiates the challenging thought that the future of this discipline is now in the hands of a new generation of professionals, ready for change and for a more integrated approach in terms of both the body of knowledge and the cooperation needed for its progression. It builds a strong foundation for restructuring the position of Performance Management as the main organizational capability which acts as the central nervous system, linking all other management systems and disciplines. Work has already begun on launching additional publications in this series, in the second half of 2012. Feedback regarding this edition and input for future editions are highly appreciated by our team of researchers and should be directed at editor@kpiinstitute.org. Editorial coordination: Aurel Brudan
Š 2012 The KPI Institute Ltd. All Rights Reserved. ID number: TKI0121001 ISBN: 978-1478181019 An appropriate citation for this report is: The KPI Institute, 2012, Performance Management in 2012, Melbourne, Australia Indemnity statement The KPI Institute has taken due care in preparing the analysis contained in this publication. However, noting that some of the data used for the analysis have been provided by third parties, The KPI Institute gives no warranty to the accuracy, reliability, fitness for purpose, or otherwise of the information. The KPI Institute shall have no liability for errors, omissions or inadequacies in the information contained herein or for interpretations thereof. The opinions expressed herein are subject to change without notice. Published by: The KPI Institute Life.lab Building 198 Harbour Esplanade, Suite 606 Melbourne Docklands, VIC 3008, Australia Telephone (international): +61 3 9670 2979 E-mail: office@kpiinstitute.org www.kpiinstitute.org Editorial coordination Aurel Brudan Editorial team Jamil Diu, Johnson Kee, Andreea Muntean, Alexander Schwab, Lynn L. Wang, Han Zhang, Charlotte Xuan Zheng, Huijing Zhuang Design Valeriu Pernes, Xaba Pete
Performance Management in 2012
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