Five Key Principles of Corporate Performance Management

by Bob Paladino

In Five Key Principles of Corporate Performance Management , Bob Paladino shares his decades of experience to provide proven, real-world implementation insights from globally recognized and award-winning organizations. You ll discover what today s Fortune 100 companies are doing right, and how to implement their enterprise techniques and strategies within your own organization to maximize success.

• Format: Hardcover
• Language: English
• ISBN: 0470009918
• ISBN13: 9780470009918
• Release Date: January 2007
• Publisher: Wiley
• Length: 386 Pages
• Weight: 1.55 lbs.
• Dimensions: 1.3" x 6.3" x 9.3"

Customer Reviews

Real-World Experience TrumpsTheory Every Time

So many of the business books available today are written by authors with little practical experience to back them up. It's very easy to come up with a theoretical approach to improving business performance. The problem is, most theories don't account for the realities of the business environment that only real-life, in-the-trenches experience teaches. Instead of selling an approach to performance management developed in an academic or theoretical environment, Bob Paladino has instead brought to this book real-world examples of how actual companies, by applying his five key principles, have achieved measurable and ongoing success. The book is straight-forward, and offers a broad-enough cross sampling of case studies that the reader is able to find commonality to which they can link their own efforts at performance management. Clearly not a one-size fits all approach, but rather practical advice from someone who's been there before, and succeeded at achieving measurable and lasting results.

Highly recommended

Whether you have been engaged directly in organizational performance management for years or are seeking an introduction to the topic, this book should be extremely valuable. It is clear that the author has many years of "hands on" and practical experience yet he also puts forth a comprehensive and excellent conceptual model of performance management. The book is both stimulating and a fun read. While other books may go into a great amount of detail on particular aspects of performance management, the author stays at a level that holds the attention of the reader while providing ample real life examples to make the material understandable. This is probably the first book to complete the circle of organizational performance management in such a comprehensive manner. What I found especially helpful was that the author taps into the knowledge from a variety of quality and performance management organizations. Highly recommended.

CPM for those who want "best results" from their organization

Mr. Paladino outlines the basic key principles that apply to every company and organization, no matter how large or small, and then demonstrates how to put them to work. Many books give an overview of CPM or provide techniques for implementing them into your company. Mr. Paladino does both and gives relavent examples from the best of the best companies. Conveying the concepts of best practices is often difficult, but is clearly presented with the case studies provided. While the concept of implementing CPM in ones organization can be an overwhelming thought, taking it step by step over the long run, as Mr. Paladino suggests, is the only way to institute a true culture change. The book is an easier read than most on the topic and does not "dilute" the message with difficult examples and useless fluff. Great read for anyone looking to improve their organization!

Five Key principles Of Corporate Performance management

The book is an excellentlearning tool for understanding, developing and executing the road map for transforming a work culture to performance driven.

How CPM can achieve sustainable competitive advantage

Many senior-level executives are about to launch or are now in the midst of performance improvement initiatives of one kind or another such as TQM, Lean, Six Sigma, or some variation thereof. For them especially, the material that Bob Paladino provides in this book will be of substantial value because he offers a remarkably comprehensive briefing on all manner of best practices from a variety of sources which include the U.S. President's Malcolm Baldridge National Quality Award recipients, the Kaplan and Norton Global Balanced Scorecard Hall of Fame inductees, recipients of the Deming Quality Award, Fortune magazine's "100 Best Companies to Work For," Best Practice Partner Award recipients selected by APQC (previously known as the American Productivity Center and the American Productivity & Quality Center), and Forbes magazine's "Best Managed Companies." From this abundance of information, Paladino has identified "five key principles" that, in my opinion, are relevant to any organization (regardless of size or nature) that is committed to producing more and better results in less time, and at a lower cost. Hence the importance of effective corporate performance management (CPM). He carefully organizes his material within nine chapters, devotes a separate chapter to each principle, and then in the final chapter provides a three-step "CPM Diagnostic" to conduct a self-assessment and baseline where each reader is at this point in her or his corporate performance management "journey." (Paladino's choice of the word "journey" is appropriate, given the fact that performance improvement initiatives are best viewed as a "marathon" rather than as a "sprint.") I especially appreciate Paladino's brilliant use of a lean best practice case study approach to strategy management to bring together disparate methods into an integrated, simplified CPM framework. In fact, most case studies are segmented and extended within Chapters 3-9, coordinated with his focus on a separate best practice in each chapter. The commendably varied exemplar (i.e. high performance) organizations include Crown Castle International, the City of Coral Springs (FL), the Tennessee Valley Authority, LB Foster Company, the American Red Cross, Ricoh, and Sprint Nextel. Supplementary case studies include those of the Florida Department of Health (Chapter 6), Houston Chronicle (Chapter 7), and Raytheon Company (Chapter 8). Important lessons can be learned from these high-performance organizations, lessons that can help others to avoid becoming one of the nine of ten that fail to implement their business strategies. Paladino cites the results of rigorous and extensive research conducted by Robert S. Kaplan and David P. Norton that reveals four common barriers: vision (only 5% of the workforce understands the strategy), management (only 15% of executive teams spend more than one hour per month discussing strategy), people (only 25% of managers have incentives linked to strategy), and