"To CPM or not?" That is the Question

Pete's News!
Some of my readers will no doubt be familiar with the webpages that I store in a completely different format, where I occasionally lob an article or two about various matters. On many occasions these are merely reproductions of papers I have written on various topics over the years or some new "think pieces".

Lately I have been involved in writing a series about "Performance Appraisal" as this seems to be a really big subject these days. Unfortunately it is also something that is either done quite poorly or at least is perceived to be done poorly by participants at virtually all levels.

The notion of having 360 degree feedback, for example, seems to scare the living daylights out of some people, especially those in more senior positions who have seemingly inexplicable fears about their staff giving them honest feedback that just might seem to be a little harsh.

Having now written a few articles on the subject of performance appraisal as it relates to an individual, I am thinking of expanding my "series" to include some commentary about performance appraisal as it is applied to the organisation as a whole.

This will of course bring into sharp focus some of the elements of performance monitoring and measurement that were introduced in the 20th Century that extended beyond the traditional budget related figures into the realm of CPM or Corporate Performance Management.

Skills, intellectual capital, creative and innovative processes, brand value, collaboration, partnerships and alliances are all key performance-driving assets that must be managed proactively as part of a holistic corporate performance management (CPM) strategy.

Corporate performance management (CPM) is one of the hottest trends in business intelligence. Under the CPM "“umbrella"” are the processes, methodologies, metrics and technologies for enterprises to measure, monitor and manage business performance.

The theory about putting the right management controls in place was defined in the early 20th century. Metrics and indicators have been around for the same period of time, although often dominated by financial reports.

Management information systems were introduced in the 1970s, and the balanced scorecard dates from 1992

CPM introduces a holistic integration of these elements. It is an enterprise wide strategy that seeks to align departmental initiatives to prevent managers from optimizing local business at the expense of overall corporate performance.

It is not a one-off project, but is an ongoing process, part of the inherent daily effort of managers.

Well at least that is the blurb that comes from some of the management journals and jargon that I have been reading for light amusement.

I am wondering how many of my readers would be interested in obtaining more information about this subject and whether of not they would be interested in a dialogue about it or more personal performance appraisal matters?

If there is sufficient interest I am of course able to create a dialogue opportunity using either the YAHOO or the GOOGLE discussion data bases or even a live CHAT on the subject.

I would of course appreciate some indication of interest before taking the trouble to create such a medium of exchange.

I have always found that for a community of interest to form there is a need to ensure that there is sufficient interest to warrant its creation.

So here is your gloriouos opportunity to comment on whether you would like to have more information about this subject and/or whether there is sufficient interest to warrant the creation of a place where we can discuss things, especially those things that are of concern to YOU in your work place.

The glory of doing this off line and NOT within your work place is that you can remain both anonymous and invisible from the prying eyes of those you fear most. Managers in the case of most staff, and staff or even more senior management in the case of most managers.

Look forward to your views!