Organizational analysis and performance achievement systems

Technology, customer centricity, speed and flexibility are the hallmarks of the modern economy that are bringing about major changes along the entire value chain and require a holistic change process within any organization.

This process not only affects the company, but also addresses a wide range of stakeholders. In particular, employees who must adapt to a variety of organizational and work changes and face completely new challenges. In addition, companies today find themselves operating in increasingly complex environments related primarily to market uncertainty and the difficulty of controlling and making decisions under conditions of volatility, complexity, and ambiguity.

In light of these changes, it is essential to develop a new corporate culture based on a new leadership model, which allows for an organizational model that is flexible and changeable according to the challenges posed by its environment and, at the same time, oriented toward continuous performance development, delegation, and people autonomy.

The activity aims at introducing a performance measurement and management system in the organization and turning it into a tool for alignment, development and motivation. It will also provide models and instruments to measure the effectiveness and efficiency of the system, activate improvement actions, and promote engagement and development of new skills.

Operationally, the results will be to extend the CPM (Corporate Performance Management) system already initiated with management to operational ones, by grafting a continuous process of planning, setting expectations, monitoring results and developing performance capability.

All this to build a Performance Achievement system with a logic of measuring both LAG (lagging indicators – metrics used to measure past performance) and LEAD (leading indicators – metrics used as a predictive measure of future performance).