Managing for Performance Excellence

An engaging climate lies at the basis of high-performing companies

How do you expand your organisation in a sustainable manner? A great many companies have been forced by the crisis to confront this question, often in painful circumstances. But alternative approaches are also possible, and performance management can help. The only problem is that many businesses are still struggling with putting it into practice. ‘Managing for Performance Excellence’ by Vlerick professors Regine Slagmulder, Kurt Verweire and Koen Dewettinck takes a fresh and practical look at the matter.

A number of commonly heard misconceptions. Performance management:

  • takes too much time
  • is not worth the investment
  • rarely results in profound changes
  • is exclusively about measuring and reporting
  • is something that takes place at corporate level

Discover How You Can Make Performance Management Effective!

What are the ingredients for tackling performance management effectively?

Managing for Performance Excellence is a practical book written in English that gives the reader a clear, integrated framework for making performance management effective.

Performance management is a strategic and integrated approach to delivering sustainable business performance. It ensures that a business takes the right actions to implement its strategy and create value. At its basis lies a well-structured process: planning, setting goals, measuring and monitoring, reporting and evaluating. The steps in the performance management process sound simple, and so they are. But a streamlined process turns out to be insufficient to grow into a high-performing business that has lasting success. How do you prevent performance management from ending up as mere reporting and administration?

The Business Climate as Enabler

The challenges and pitfalls lie at a completely different level, however – in an underlying business context that facilitates performance management. Starting with an in-depth analysis of concrete business situations and numerous examples, the authors explain the possible obstacles and offer four crucial ‘enablers’ that businesses need to bear in mind: a strategic focus, an engaging climate, a collaborative structure and a solid information infrastructure. The book combines academic insights with practical examples. Concrete, true cases that illustrate a number of challenges are used to show where things can go wrong, but also how you can make performance management effective so that it does not become an empty exercise. You will learn how the four enablers can reinforce one another to overcome the obstacles, so that performance management can help your business to achieve not only its goals, but much more besides.

& Rankings

Equis Association of MBAs AACSB Financial Times