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1、P1:OTA/XYZP2:ABCc20JWBT347/MckinseyMay28,201011:50PrinterName:Hamilton20PerformanceManagementTheoverallvaluethatacompanycreatesisthesumoftheoutcomesofinnu-merablebusinessdecisionstakenbyitsmanagersandstaffateverylevel,fromchoosingwhentoopenthedoortocustomerstodecid
2、ingwhethertoacquireanewbusiness.Acompanyneedssystemstoensurethatalldecisionsaffectingvalueareconsistentwithitsshort-andlong-termobjectives.Suchperformancemanagementsystemsenablemanagementtoseeclearlytheimpactofthosemyriaddecisionsonvaluecreation.Performancemanageme
3、ntsystemstypicallyincludelong-termstrategicplans,short-termbudgets,capitalbudgetingsystems,performancereportingandreviews,andcompensationframeworks.Successfulvaluecreationrequiresthatallcomponentsoftheperformancemanagementsystembealignedwiththecompanysstrategy,soth
4、attheyencouragedecisionsthatmaximizevalue.Forexample,ifproductdevelopmentisimportanttothestrategicplan,theshort-termbudgetandcapitalbudgetmustincludeenoughspendinginthecurrentyeartodevelopthenewproducts,andperformancereviewsmustevaluateprogressonnewproducts,notjust
5、short-termprofits.Thesuccessorfailureofperformancemanagementdependsnotsomuchonthesystemthemetrics,corporatemeetingcalendars,scorecards,andsoonasontherigorandhonestywithwhicheveryoneengagesintheprocess.Dotheseniormanagementteammembersreallyunderstandtheeconomicsofthe
6、businessunitstheyoversee?Cantheynegotiateperformancetargetsthatarebothchallengingandachievable?Aretrade-offsbetweentheshorttermandthelongtermtransparent?Aremanagerssufficientlyrewardedforfocusingonlong-termvalue?Whenperformancemanagementisworkingwell,ithelpsthelayer
7、softheorganizationcommunicatefranklyandeffectively.Itgivesmanagersspacetomanage,whileassuringtheirbossesthatagreed-onlevelsofperformancewillbeachieved.Inmanycompanies,communicationbetweenlayersofmanage-mentrevolvesentirelyaroundprofittargets,whethertheyarehitormisse
8、d.429P1:OTA/XYZP2:ABCc20JWBT347/MckinseyMay28,201011:50PrinterName:Hamilton430PERFORMANCEMANAGEMENTWithagoodperformancemanagementsystem,justasmuc