If there's a vision, there's a way.


Propose a re-alignment method for developing a corporate Performance Management Strategy (PMS) that will align critical success factors for performance with the overall Organizational Performance Cycle (ORPC) strategy and culture. At the same time, ensure that all key business value streams are aligned, and there is overall employee buy-in.

For re-alignment and implementation, Visionary People (VP) uses a disruptive, pin-point alignment strategy called Complex Scalable, Adaptive & Sustainable Solutions (CSASS) and Business Analysis Business Optimization (BABO) frameworks and methodologies. The CSAS and BABO approaches are methods devised to capture and cement strategic goals, as well as flashes of insight about the future, and develop the means to bring linked personal and corporate goals into reality — all while maintaining alignment to performance and rewards.

VP provides an opportunity to continually improve performance by disseminating and deploying the vision, direction, targets and plans of corporate management to top management and to all employees. This is done so that people at all job levels can continually act on the plans, and evaluate, study and provide feedback results as a part of a continual improvement process.

The intention is that all personnel will be aware of theirs and management’s Critical Success Factors (CSFs) and Key Performance Indicators (KPIs). Departments do not compete against each other, projects run to successful conclusions, and business is seen as a set of coordinated processes.

Aspects to consider.

Are you putting in place the building blocks that will make your organization perform more effectively when the economy recovers? Successful organizations are using this time to transform their business, balancing the critical levers of cash flow — cost, investments and revenue to achieve sustainable business performance.

There are three key aspects to consider.

1. Obtain accurate information to drive business insight:

Any business today needs to have confidence in the data that's used to report financial results, set future performance expectations, evaluate risk and understand customer interests. By creating standards, disciplines and governance around data that goes all the way down to the item level, and by using technology effectively to access it in real time, business leaders and managers can trust that the information they use to make decisions is as accurate and insightful as possible.

2. Navigate the complexity of business enterprise and make the needed structural changes:

Leaders so often turn to quick wins — swapping tap water for bottled water; eliminating non-essential travel and the like — with little regard for their efficacy, lasting impact or unintended consequences. Instead, go below the tip of the iceberg, navigating the complexity inherent in the business, to make needed changes to the business model that can have a lasting impact. Take advantage of technology that can enable the business to run more efficiently. Review the overall people strategy in order to meet future talent and skills requirements. Ensure your procurement process is actually adding value by saving time and costs, rather than creating fragmented purchasing and black holes of spend.

3. Focus on sustainable performance:

Find and retain the skills you need. Build disciplines and processes that allow you to be in control of the business. And understand how to harness risk to your advantage. Be bold. If not now, when will you make major changes that could transform the way that you operate? In the past there was perhaps too much focus on refinancing rather than re-engineering, now is the time to make considered and sustainable change.

Consider the organization as a single unit. It’s not about how to make HR or IT run more efficiently but how to make the business, as a whole, more efficient over the longer term. Stay the course, embed the right behaviors in your business and look to a more sustainable and profitable future.

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