Driving Performance: Changing the way organizations think about executing strategy and motivating employees

Business Wire,  March 22, 2006  

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HOBOKEN, N.J. -- Balanced scorecards. Six Sigma. Dashboards. Employee evaluations. Incentive compensation. Financial reporting. Most businesses, not-for-profit enterprises, and government entities agree that effectively managing performance is an important factor to their success strategies. But because performance management means many things to many people, most organizations do not manage performance, let alone drive it.

Rich in practical advice, PERFORMANCE: Creating the Performance-Driven Organization (John Wiley & Sons; March 2006; $45.00) provides a practical framework for rethinking what performance management is and how it can be used to better execute strategy. Expert Mark A. Stiffler outlines a new, unified approach to performance management that shows organizations of every stripe how to:

--Align the objectives, resources, and budgets of the different parts of the organization and the goals, opportunities, and quotas of individuals

--Measure organizational and individual performance

--Reward individuals for performance

--Report organizational and individual performance

--Analyze organizational and individual strategy execution using models and analytics

Today's executives and managers often work in departmental silos, failing to view performance management from a cross-department perspective and undermining true performance management. In PERFORMANCE, Stiffler focuses on the interrelationships among enterprise-wide processes--the critical linkages needed to make the entire business system work efficiently and lays out a clear strategy for realizing the true potential of performance management.

Advance praise for PERFORMANCE

"Effective performance management is a source of competitive
    advantage. Here is a book that lays out a conceptual blueprint for
    how to think about it and then execute a common sense approach to
    improving performance management at your company. This book offers
    tools and roadmaps you can apply and benefit from. It is a must
    read for all those who are serious about using performance
    management as a competitive weapon."

    Jerome A. Colletti and Mary S. Fiss, Managing Partners,
    Colletti-Fiss, LLC. Co-Authors of Compensating New Sales Roles
    (AMACOM)


    "This insightful book clearly explains how an organization can
    transform itself from one where performance is reactively managed
    to one where it is proactively driven. It is a practical guide for
    linking strategy with execution, organizational objectives with
    individual goals, and measurement of performance with rewards."

    Leonard M. Lodish, Samuel R. Harrell Professor, Professor of
    Marketing, Wharton School of Business. Author of Entrepreneurial
    Marketing: Lessons from Wharton's Pioneering MBA Course (Wiley)


    "Performance management has rapidly become one of the key
    priorities for executive teams and managers at organizations big
    and small. This book provides insight into the gaps and priorities
    that must be addressed for any organization seeking better
    performance."

    Mark Smith, CEO and SVP Research, Ventana Research

ABOUT THE AUTHOR:

Mark A. Stiffler is founder, President, and CEO of Synygy, Inc., the largest provider of incentive compensation management solutions and a leading supplier of innovative, web-native software and services that enable organizations to align, measure, reward, report, and analyze employee performance. Synygy has experienced 15 consecutive years of profitable revenue growth and is one of just a few dozen businesses to ever have five appearances on the Inc. 500 list of fastest-growing privately held companies.

PERFORMANCE: Creating the Performance-Driven Organization
                 Published by John Wiley & Sons, Inc.
                   Publication date: March 10, 2006
           $45.00; Hardcover; 272 pages; ISBN: 0-471-73272-9

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