Supporting the Vision - Building a Sustainable Performance Framework

Do some people in your organization take actions that don’t support the organization’s vision? What happens if there is no alignment? The challenges to alignment include (1) Power Struggles for Resources, (2) Protecting “Turf”, and of course, (3) “That’s the Way We’ve Always Done It”.

To overcome these challenges, we have to keep asking, “What will be the impact on our customer?” Also, “what is right for the people in our organization?”….and of course, the people in the organization need to know what’s in it for them!

And, there must be OPEN COMMUNICATION.

This diagram depicts the alignment that must occur to get the results you want! A strategic planning process should drive the initial development of a performance framework. The results of the strategic planning process can be operationalized by categorizing the input from strategic planners into the following components.

Issues identified in the strategic planning process may be appropriate for use in performance and/or risk management. Issues that are organization strengths and opportunities become desired results, new services, projects, or resource needs. Projects are different from services; they are time-bound, with the intent to add, delete or improve service through a series of tasks. Issues that are weaknesses or threats need to become components in an organization’s risk assessment, with a structured plan to ensure that appropriate avoidance or mitigation actions and/or projects are undertaken.