Strategic Conversations in Performance Management

How do you choose a way forward in an uncertain financial and business environment – or plan and manage change that affects several teams or divisions and address issues of risk and governance?

This paper looks at a proven approach that allows you to look at your options in the round. It has been labelled “strategic conversations”. It establishes the context within which choices have to be made. This means quantifying: the potential outcome; people, process and resource implications; timescales; risks; critical success factors; and the key performance monitors to track progress.
For seasoned managers of change, this article will reinforce good practice and will help you win over less experienced or ‘change averse’ colleagues. You will find a structured model and some practical experience that you can draw upon.
For those facing change and looking for an alternative to their present approach, you will find reassurance and encouragement – along with practical tips and learning ‐ from the experiences of others.

Read the full report (PDF)