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Our Global performance management research report

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In search for superior performance, many organizations have implemented a wide variety of performance management practices, with varying degrees of success. This has caused some to question whether or not a strong performance management approach has sufficient payback to merit a significant degree of management focus.

While there have been many studies that define "best practices" in managing certain aspects of performance, there has been no definitive research that looks at performance management in a thorough and integrated way and correlates specific practices with superior strategic, competitive, operational, and financial outcomes. Our objective was to fill this gap.

To accomplish this, we conducted a detailed online survey of over 400 senior leaders in both the public and private sector. We followed this up with 12 in-depth interviews to explore certain key issues in more detail. The survey was conducted in late 2008 as the global financial crisis was taking hold, and the interviews were conducted in early 2009 as the depths of the resulting recession became clearer.

Performance Management Matters: Sustaining Superior Results in a Global Economy presents the findings of this survey, focusing on:

• Key conclusions
• The importance of performance management in good times and bad
• The seven key performance management practices
• Some guidance for implementation

Our partners in this survey include the University of Ottawa's Tefler School of Management, the Canadian Advanced Technology Alliance (CATA), the FHS St. Gallen University of Applied Sciences (St. Gallen, Switzerland) and the University of South Australia (Adelaide, Australia).