Workforce Performance Improvement

OUR POINT OF VIEW

Few companies have a documented performance improvement strategy. The key levers for performance improvements are appraisals and pay for performance. The problem is that according to the Corporate Leadership Council (CLC), only 12% of employees believe people in their organization get the performance ratings they deserve. If 88% don’t think their performance rating is related to reality, no wonder differentiated pay does not work. Increasing differentiation just makes people mad.

The same CLC study confirmed that appraisals do not improve performance, but there are several levers that do. Our research-based performance improvement model uses the following levers:

1.	Simple, clear, and differentiated strategy
2.	Organization alignment to the strategy
3.	High performance culture
4.	Accountability for results
5.	Manager excellence

OUR VALUE PROPOSITION

We will build you a comprehensive and integrated performance improvement strategy that really improves performance. Success means results for each of the five levers. We will work with you to ensure success on each.

OFFERINGS	OUTPUT
Strategy Development and Execution	A business strategy set by the senior team and a realignment plan to ensure organization capabilities match new demands.
Organization Alignment	Clearly defined linkages reinforced by disciplined series of business reviews.
High Performance Culture	Organization or business unit culture clearly defined and thoughtfully managed to produce business results.

OUR QUALIFICATIONS

Brad was a member of the IBM-Harvard Business School Strategic Leadership Forum team.  He lead many of IBM’s most senior executive teams through the strategy development process.  Brad's team also designed a Strategic Leadership Forum for IBM Japan and for IBM China.

Responsible for creating a new culture for Lenovo when it acquired IBM Personal Computers.  Lenovo was one of the first major global companies in the history of China.  The result, as written in Forbes.com, “The merging of the two computer businesses has gone generally smoother than was predicted, in light of the purported cultural differences between the two--a dichotomy of marketing culture as well as geopolitical culture.”