This report draws together current thinking from some of the world’s leading experts in managing strategic performance. Find out what they have to say on the key issues and challenges...

“Leaders setting a visible example equates to one of the most critical issues in performance management. Without them doing so, performance management lacks both integrity and role models. A common leadership shortcoming is the failure to ensure that both a willingness and ability to perform exists in the organization before attempting to measure performance.” – Daniel J Knight, President, High Performance Strategy Associates, Virginia

“In the contemporary business world, organizational openness and adaptability, together with extended partnerships, virtual teams and rapid knowledge transfer, are becoming crucial to survival. In fact, many firms are now re-examining business success and performance models to understand their viability in the Internet age.” – Dr Kay Troy, Director of the Conference Board’s Global Center for Performance Excellence

“...strategic performance management involves bolting together purpose, performance, measures, resources, processes and people, which can be visualized as a what/how/who/when matrix. The concept is very simple but, in my experience, many top teams do not have the rigorous management framework to guide them.” – John Oakland, Director, Oakland Consulting

“Many companies are used to managing by ‘after the fact’ reporting, but leading organizations now know that anything giving them advantageous performance indicators – a sector innovator or first mover, for example – presents a window of opportunity to succeed in fast-moving circumstances. Techniques such as scenario planning, which give early signals as to which strategic scenarios might be occurring, are vital.” – David Axson, Managing Director, AnswerThink Consulting Group