PERSPECTIVES
Personal Performance
Consultants
12. What is your opinion on the emerging trend of measuring performance outside working hours? This will risk a reduction of the quality of life and will become built in.
Name: Zaher B. Alabdo Organization: Zaher B. Alabdo International
13.Whatpersonalperformancemeasurement tools do you use? Risk Management and the Balanced Scorecard focused to business goals.
Specific Question 14. What are the processes and tools you look at, in order to differentiate a successful performance management system, from a superficial one? The Board of Directors Scorecard, corporate investment risk management, risk factor analysis, strategic planning, strategy maps, corporate governance via Authorized Approvers’ Guide, the Balanced Scorecard, normalized KPIs, procurement optimization, capital expenditure optimization via discounted cash flow, business process redesign via multi-column flowcharting, productivity improvement via value added analysis, productivity improvement via competency reinforcement, quality improvement via Lean Six Sigma, vendor management, enterprise risk management (ERP), culture change via 360-degree feedback, change management, project management, standard operating procedures.
“
We need to overcome the hurdles of professional practitioner knowledge sharing and the reinforcement of in-class training with e-learning.
Current Position: Founder & Chairman
Trends 1. Which are the 2015 key trends in Performance Management, from your point of view? I noticed that there is a growing interest in performance management in the region, especially after the decline in oil prices. 2. What are your thoughts on the integration of Performance Management at organizational, departmental and employee level? Performance management is supposed to report directly to the CEO, because of the extreme importance in linking strategic objectives with the daily activity of the company. The organization which seeks excellence and continuous development must ensure that the main performance management team consists of at least four individuals, in addition to the personnel of the coordinators in all other chain companies. I also wish to emphasize the importance of selecting individuals with the right competences and integrity to take on this responsibility. 3. Which will be the major changes in managing performance, in the future? Fundamental changes in performance management will be two-dimensional: • BSC Cards no longer suit the reality of today’s competition and we argue that more companies should monitor changes through the introduction of our methodology, the ZE cards, which has expanded to seven cards instead of the classical four, based on Kaplan and Norton’s perspective. • The structure of KPI indicators, categorized by David Parmenter do not fit the theoretical and practical reality of today’s business environment, so we further developed these classifications in form and substance and
posed them under the name of ZOW indicators. Both of the two new concepts, ZE cards & ZOW indicators, would be issued soon, in two books.
Specific Question 4. What aspects of Performance Management should be explored more through research? There are a lot of aspects that are supposed to be noticed (perspective cards) when we translate strategic objectives into operational ones regarding processes and then to operational plans. This has become especially true after the Balanced Scorecard has failed to rescue major companies from disasters suffered at the hand of rapid changes in today’s markets. One can take notice from the latest story about Nokia or from the experience of Enron. From our point of view, adequate attention must be given to changes in the environment in which the company operates, especially the external one on the one hand, and rebuilding the internal environment cards, on the other. 5. Which organizations would you recommend to be looked at, due to their particular approach to managing performance, and their subsequent results? • GM, Nissan Motor, Volkswagen Group, BMW Group, Ford Motor; • HP, Google, Microsoft, Oracle; • Nestle, Procter & Gamble, Coca-Cola, PepsiCo; • Vodafone. 6. What Performance Management question would you like to have answered by researchers? How can researchers work closer together? PERFORMANCE MANAGEMENT IN 2015: GLOBAL EDITION
39
“