Management of the Performance Jean-Antoine Moreau Copyright Managed by ADAGP http://jeanantoine.moreau.free.fr

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PerformancePerformance
© Jean-Antoine Moreau
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ManagementManagement
Of the

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“A goal without a plan is just a wish.”
Antoine de Saint-Exupéry

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Management of the performance
• Business Intelligence
• Intelligence Management
• Knowledge Management

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Management of the performance
• Successfully achieve the best possible level of
performance for each employee
– Without stress
– With respect for the person

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Management of the performance
• Integrated :
– Optimizing the organization of teams
– Employee motivation
– The capacity optimization
– The management of human resources
– Process management
– The training process
– Management of professional careers
– Financial management
– Customer satisfaction process
– The communication process
– Process of the financial autonomy

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Management of the performance
• Goals
• The results
• The effectiveness
• The efficiency
• Ways

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Management of the performance
Measuring the Performance
Indicators
Monitoring dashboards
Business
Pilotage / Monitoring

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Management of the performance
The Goals Achievement level

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Management of the performance
( ROI ) Return On Investment

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Management of the performance
• The implementation of actions and means to
drive profitability

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Management of the performance
Efficiency
The ability to achieve goals

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Management of the performance
Goals
Relevance
The performance
The efficiency
The efficiency
Ways The results

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Management of the performance
• The Relevance:
– The company has provided good ways to succeed?
• The Efficiency:
– The company is sufficiently effective to achieve its
objectives?
– with less cost and resources?

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Management of the performance
ROI measurement

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Management of the performance
• Added Values:
– Economy
– Market – commercial
– Expertise
– Knowledge
– Skill
– Management

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Management of the performance
• Improved operational net margin on :
– Management process
– R & D process
– Production process
– Process Sales and Marketing
– Work reorganization
– Reduction of production costs

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Management of the performance
• Development of sales growth
– New Products
– New Services
– New Activities

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Management of the performance
Regionalization
Internationalization

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Management of the performance
• Controls on capital
– by Activity
– by Product
– by Service
– and for Maintains Operational Condition

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Management of the performance
Controls
Measures
Measurement method

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Management of the performance
PerformancesPerformances
Social
Strategic
Economic

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Management of the performance
PerformancesPerformances
Strategic
Systemic

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Management of the performance
Management
System Performance
Risk
Earnings
Costs

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Management of the performance
Information Analysis
Customer
Satisfaction
Product
Service Management
Method of Management
Human resource

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Management of the performance
Financial Material
Intellectual
Expertise
Life skills in the trades
Value Creation
Capital Company

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Management of the performance
Intellectual capital
Value Creation

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Management of the performance
Intellectual capital
Value Creation
Creativity
Innovation

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Management of the performance
satisfaction
strategy
contribution
a
p
t
i
t
u
d
e

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Management of the performance
Choice
Strategy
Plan
Organization
steering
p
r
o
c
e
s
s
Process
Skills
Organization
Creation
of Value
Operational
results
Learning
Base of knowledge

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Management of the performance
Method of Business Management

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Management of the performance
Clients Perspectives
Financial Perspectives
Organizational Learning Perspectives
Internal Process PerspectivesStrategy

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Management of the performance
Strategic visionClients
Financial
Business
Learning and Growth

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Management of the performance
Strategic Management
Indicator Analysis Procedure
Management
Method / Structure / Organization

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Management of the performance
• Define strategy
• Formalize the strategy
• Aligning strategy entities in the corporate statégie
• Adapting governance
• Communicating the strategy
• Linking strategy to operations
• Monitor the implementation of the strategy by the entities
• Monitor the implementation of the strategy "corporate“
• Change strategy (continuous improvement loop)

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Management of the performance
Growth / Innovation
Efficiency
Skill
Structure

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Management of the performance
Individual objectives
Economic criteria
Systemic goals

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Management of the performance
• Human Ressources
– Staff mobilization
– Personal Performance
– Staff development

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Management of the performance
• Sustainability of the organization
– Product Quality
– Financial profitability
– Competitiveness
– Adaptability
– Learning organization
– etc.

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Management of the performance
• The legitimacy
– Satisfaction of donors
– Customer Satisfaction
– Satisfaction of regulatory organizations
– Provider satisfaction
– Staff satisfaction
– Keeping the Promise

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Management of the performance
Values
Human ressources
Legitimacy
Sustainability
Economic efficiencyPolicy
Corporate

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Management of the performance
Performance Management
Business
clear objectives

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Management of the performance
To anticipate
Simulate
Assign
Compare
Optimize

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Management of the performance
• Tools
– ERP
– CRM
– Decisional applications
– Business Intelligence Application
– Business Performance Management

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Management of the performance
• Quality tools
– Ease of Use
– Efficiency
– Reactivity
– Speed
– Safety
– Security
– Adaptability

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Management of the performance
Process Performance

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Management of the performance
• The process structure activities making up
the value chain
• The process used to carry out activities in
order to achieve a result:
– A product
– A service

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Management of the performance
time
Financial
Quality
Reusability
Process
Process Analysis

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Management of the performance
Process Results Customers
Costs
Resources
Complexity
Efficiency
Objectives

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Management of the performance
Interaction Systems
A B C D
A B
C D

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Management of the performance
• A circular relationship of cause and effect is
called feedback (feedback loop feedback
loop)
• Feedback can be
– Positive
– Negative

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Management of the performance
• Example of positive feedback between
– Earnings
– The charges
– Market shares
Costs decrease when market shares increase

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Management of the performance
The dynamic behavior is generated by the
feedback loop

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Management of the performance
 The dynamic behavior of the company is also generated by the
feedback loop
 The company's feedback loop comprises
• The internal and external communication
• The HR management method
• The Staff motivation
• The company values
• The methodological quality and process
• The Training
• The customer relationship
• Management methods
• The project management method
etc.

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Management of the performance
Feedback loop, example
Production time
Sales volume
Purchase order
Delivery delay

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Management of the performance
Positive Feedback Loop
Level of
education
Production
Expertise
Quality
of the product
Sales
volume
Request
Purchase

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Management of the performance
• When two products compete, the one who
was able to implemented quickly eliminates
the other in the same production factor
Feedback accentuates the phenomenon

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Management of the performance
• Axis of an entrepreneurial policy for performance

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Management of the performance
• Integrated approach to performance factors
• Systemic view of the company
• Concentrated penetration strategy

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Management of the performance
• Systemic view
– The outer limits
– Feedback loops
– The state variables
– The movement variables

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Management of the performance
The entrepreneur
In managerial positions, what predispositions qualitative and
psychological abilities, must be promoted,
• to increase the efficiency of the feedback loop?

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• What microeconomic functions should be
performed to equip the company with an
operational system?
• What are the conditions for a favorable
arbitration for the initiative?
Management of the performance

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Management of the performance
• The financial resources are not sufficient by
themselves to accelerate modernization.
Motivation is key to adaptability.

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Management of the performance
Support Structures
Social Psychology
Offer Structures

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Management of the performance
• socio-cultural aspects
– Individual
• Valorization
• Ambition
– Group
• Hierarchy
• Solidarity
• Network
• Integration
– Value
• Identification
• Transposition
• Analogy
– Circumstance
• Challenges
• Opportunities
• Catalysts

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Management of the performance
• How to treat the relationship between culture and
entrepreneurship
– Catalysts
• Changes in economic and social life promoting, enhancing,
services
• The proper use of technological developments
• Improve, optimize, enhance the Small Bussiness tissue
• Economic efficiency by optimizing the combination
– Production factors
– Resources in R & D
– Flow Management Information

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Management of the performance
Followed
Dashboards
indicators

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Management of the performance
 Indicators
 Financial
 Capital (including intangible)
 Performance (KPI key performance indicators)
 Knowledge
 Skill
 Production
 R & D
 Product
 Service
 Quality
 Process
 Flux
 Productivity
 Attractiveness
 Management
 Resource
 Funding

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Management of the performance
Indicators
Partners
customers
Human ressources
shareholders

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Management of the performance
Performance Measurement
Financial
Efficiency Efficacy
Quality

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Management of the performance
working
Delimitation Subdivision
Organization

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Management of the performance
Connection / Link
Objectives Results Efficiency Process efficacity
Mobilize personnel and employees

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Management of the performance
• Improved net operating margin
• Development of growth in long-term sales
• New product development
• New Business Development
• Development of new services
• Development of organizational adaptability
• Improved knowledge transfer
• Control of capital invested
– Activities
– Products
– Services
– R & D

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Management of the performance
Long-term vision

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Management of the performance
Improvement and Enhancement
of the Human Capital

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Management of the performance
Multidimensional approach
Social Economic Politics Systemic

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Management of the performance
Adaptability of the company to its environment

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Management of the performance
Performance Measurement (PM)
Global System for Performance Management

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Management of the performance
Knowledge Economy
Value Creation Creating Performance
creativity Innovation Performance
Adaptability

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Management of the performance
Performance of the value chain

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Management of the performance
• Know
– The actual picture of the company from these
shareholders
– The perception of the company by its customers
– The areas in which the company excels
– Areas for improvement to create value

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Management of the performance
Growth
and Innovation
Efficiency
Stability
Individual
skills
Internal
structures
External
structures
Adaptability

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Management of the performance
Value of Human Resources Economic efficiency
Legitimacy of the organization
to external groups
Sustainability of the organization
Adaptability Area
for Performance

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Management of the performance
I
n
d
i
c
a
t
o
r
Finalize | Decide
Finalize | Mobilize | Decide
Result

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Management of the performance
Give meaning to every daily action
Motivation
Performance

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Management of the performance
Vision
Measurable objectives
Measurable Strategic Actions

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Management of the performance
Successful Strategic Actions
Missions
Goals
Organization
Process
Results
Behaviours
Means

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Management of the performance
Indicators
Financial performance
Organizational performance
Sales performance Social responsibility
Satisfaction Markets | Customers
Environmental performance
Research and development
Applied research

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Management of the performance
Performance of the Company
Financial Concept
Economical Concept
Economic and Social Concept
Societal Concept
Environnemental Concept
Learning Organization Concept

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Management of the performance
Performance of the Company
Individual Motivation
Organizational Motivation
Collective and Group Motivation

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Management of the performance
• Not limited to
– Return on Investment
– Return on Equity
– Economic Value Added
– Competitiveness - Price
– Competitiveness - Out Price
– etc.
• Add
– Organizational Performance
– Social Performance
– Environmental Performance
– Societal performance
– The socio economic performance
– Value added on adaptability to contextual changes

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Management of the performance
the computerization has automated the
organizational processes
the managers are responsible for the structure,
organization, effectiveness, and quality of
these processes.

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Management of the performance
Typology of organization
Process
Computerization
Systemic organizational effectiveness

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Management of the performance
Organization Type
Corporate Ecosystem
Information technology
Systemic performance
Organizational performance
Performance of the Company

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Management of the performance
Performance of the Company
Performance of the Association Strategy Performance on Dissociation Strategy
Ownership structure
lasting quality
sustainability
Development

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Management of the performance
The Forces and strengths
of the Enterprise
Weaknesses and shortcomings
of Enterprise
Facilitation in Conflict Management
Facilitation in Crisis Management

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Management of the performance
Risk Analysis
Forecasting failure risks
Risk Management

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Management of the performance
Goal
Action >> Goal
Responsibilities
Responsible

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Management of the performance
Formalized reliable process

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« Let me tell you the secret that has led me to my goal. My strength
lies solely in my tenacity. »
Louis Pasteur
« Of all the things I've done, the most vital is coordinating those who
work with me and aiming their efforts at a certain goal. »
Walt Disney

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End of the part published online