Performance Management


  • Strategic analysis
  • Defining critical success factors
  • Performance-indicators, targets and improvement actions
  • Internal communication
  • Dashboards to steer

Why this business programme?

In a continuous changing environment it is wise to carry out a strategic re-orientation on a regular basis. In this way you prevent that the strategic objectives are based on gut feeling, trends or personal objectives. The strategic analysis also gives the argumentation behind the objectives for the years to come. If you don’t want to be surprised, want to prevent ad hoc policy, and want to focus and address your energy, then this structured manner of strategy formation and implementation is the road to take.

Programme points

The strategic re-orientation takes place via a large number of instruments at different levels within the company. There will be an extensive competitor- and environmental analysis, in-depth interviews with key-figures in the company, discussion of several documents with the executive board etc. there will be research, organisation-wide or under a selection of divisions, to distil the current core values (see steering on organisation culture). An extensive SWOT-analysis will be made with the top 50 employees where logic reasoning is centred, supported with facts from earlier analysis. The results lead to a clear description of the vision and strategy for the coming years. The most important critical success factors will be defined and indicate direction and priority. A tool which is used here for instance is the Balance Needs Scorecard.
The main follow-up activity is a structured implementation by offering a wide range of tools. Translating the critical success factors in organisation- and department-wide performance-indicators. Templates will be made and perfected in sessions with executive board, management team and departments. Parallel to this exercise, all kinds of additional activities can take place to create involvement for the set course. These actions vary from strategy-days, workshops change interviews, introduction of new forms of consultation, set-up of systems & dashboards with steering-information, structure changes to several training modules. There is much attention for a combination of ‘hard’ and ‘soft’ interventions.


The trajectory lets you take steps from within strategic necessity for your organisation. And fitting with the needs and possibilities of the organisation and her people. By means of a lot of attention and support for the implementation, results will be quickly visible via quick wins. This gives employees confidence in their own options to realise the desired objectives. It also gives the confidence that a set course will be continued.


Below you find examples of interventions, which can be deployed either combined or separately.


Intervention trajectory

Capability Building

  • Traineeships
  • MD development
  • Top Talents
  • Ambition management
  • Project-based working