As much as I believe in the concept of organizational alignment, I always find it a bit dismaying that so few other people seem to be blogging about it. Imagine my surprise when I stumbled on this post from a Deloitte Consulting blog called “Corporate Performance Management – The Next Step”.
A primary goal of performance management is getting people within the organization to do what they’re supposed to do. A number of “soft” techniques can help achieve this goal. Strong executive sponsorship. Communication. Training. Change management. But in the end, the key to success is aligning all aspects of performance management with things people can understand and personally control. Alignment is a simple concept, but making it work is the most challenging and enigmatic aspect of CPM.
Wow. That’s dead on. I might only add that the secret to getting alignment is to motivate, not mandate. No one wants to be forced to do anything.
The post – and the rest of their blog – is filled with other performance management truths. One of my favorites is their recognition that performance management can sometimes meet with resistance:
Integrating the components of performance management isn’t easy. It requires collaboration, patience, and commitment across the entire organization. When CPM is first introduced, operating units and divisions often resist — viewing integration as a threat to their decision-making independence. But the vast majority eventually discover that CPM is an enabling process that helps improve their decision-making — laying the groundwork for the organization’s future success.
Here again, motivational techniques work better than mandates.
I don’t know the authors but maybe I’ll look them up the next time I’m in The Netherlands.