Value

Contribution to the Enterprise

While practices around Performance Management might vary across enterprises, we highlight below a few focus areas where EKGs can act as effective enablers:

Business Identities can act as the common contexts for aligning strategic and operational performance management. Highly engaged senior executives practice these links to drive effective alignment with feedback through their own mental models of linkage. EKG-driven feedback mechanisms, based on business identities, can then replicate such links and operate with more objectivity by enabling decision-making through links of operational activities and their metrics to the associated business goals, values and customer propositions.

Contracts can act as common contexts for aligning operations and role performance management. Employee contracts can be the most concrete form of expectation specification and management and their linkage to operations and the associated propositions of the enterprise to its customers and other stakeholders can help in aligning appraisals more objectively to operations and enterprise performance.