GartnerSym – Operationalising Performance Management

Operationalising Performance Management – Mary Mesaglio
A suprisingly interesting session about Performance Management with Gartner Analyst Mary Mesaglio – who was engaging and a good presenter – the session was interesting because it actually hit a wide range of current challenges that we are looking at Devon. A huge amount to take away from this session especially related to the work we are doing around Corporate and Directorate Business Application and Solutions Strategy as part of the Corporate ICT Strategy.

I made some random notes as i was actually listening more tham note taking (for a change) but i’ll share the notes below which may or may not make sense.

  • How to make IT align to the conversations about Performance Management
  • Reassuring to hear that the lessons and observations referred to apply equally to the public sector
  • Between 10-15% of Enterprises have effective Performance management evn though enterprises who do have effective Performance management systems and processes perform better.
  • The process of aligning IT into Performance Management needs to be connected and integrated into business systems to avoid silo views of issues, performance metrics and investment decisions
  • There is a critical shift in IT – moving from monitoring activities to monitoring outcomes – This is where IT starts to align and demonstrate value
  • Look at capabilities to help understand the mission < value proposition
  • “Companies which are good at mergers and don’t lose operational performance are good at dependency mapping.” I thought this comment by mary was interesting in the sense that as Local Government enter a period of divestment and Strategic/Intelligent Commissioning – I feel that dependancy mapping will provide a good tool to help these projects maintain current performance.

A few of the recommendations from the session

  • identify measureable, value based goals
  • give all participants equal accountability for ultimate results
  • facilitate collaboration through processes, management systems and people practices
  • manage the change – develop change competencies at all leadership levels

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