Getting Performance Without Performance Management

This sprint ends October 14.

In Sprint 1, we provided new labels for what might replace performance management in a Management 2.0 world and described the key characteristics of our new visions.

In a recent blog post MIX Community member Bjarte Bogsnes has analyzed many of the submissions from Sprint 1 and offers up some of his perspectives here.

Now we want to hear from you. For Sprint 2, we have three tasks:

Task 1: Vote for the most compelling definitions.

Browse the entries below and vote for those you find most compelling. To vote, click on the “Like” button in the upper right-hand corner of each hack page. Vote for as many entries as you like. If there are particular themes you know you are interested in exploring, you can filter the list of entries using the "Filter by Keyword" drop down below.

Task 2: Build on the definitions you like most.

Once you’ve voted, if you have suggestions that might make one or more definitions even better, please share them in the comments section below the entry. Feel free to suggest combinations of ideas from more than one entry as well.

Task 3: Volunteer to join a hacking team.

We’ve been so overwhelmed by the number of thoughtful entries (almost 60 at last count) that we are considering whether to add a follow-on sprint to the end of this hackathon in which we’d develop some of the best definitions into full hacks for the MIX. If you’d like to volunteer to continue developing any of the definitions you see here (including your own!), please add a comment saying “I’d like to volunteer to develop this definition further” in the conversation below the entry. We'll provide more information once Sprint 2 is complete.

Contributions

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ben-teehankee's picture

The leadership of an organization needs to ensure that it enables the creation of value for all its stakeholders.  A stakeholder is someone engaged with the organization as a provider or recipient (or both) of a service or product. Value is what a stakeholder needs to develop holistically as a...

By Ben Teehankee on September 30, 2012
sankar's picture

Performance is okay, as long as it is whole and all round. Imagine employees walking to the Monday morning meeting with a jobs-to-do sheet that contains a set of formal and informal responsibilities or action items they have based on their: personal, familial, professional, and social identities. The organization collects all...

By Sankar on September 29, 2012
prasad-reddy's picture

Modelled in the lines of definition of Ecosystem, 

PEES will be a system with subsystems like Training, Leadership Quality of the people who lead , Compensation and benefits based on the individual competency, Rewards & Recognition.

Each subsystem will have its own size and encompass specific, limited space, and neatly integrated...

By Prasad Reddy on September 29, 2012
jessie-henshaw's picture

It follows nature's model of systems design to begin the growth of any system with a business model for multiplying one's control of their environment.   That's what happens when planting a seed, that grows by multiplying it's 'secret' internal design, consuming its host environment ever faster, at first.  ...

By Jessie Henshaw on September 29, 2012
frederik-w-mickey-huibregtsen's picture

Goals and aspirations will move from shareholder value – constrained by some limits like fair trade and other regulatory requirements  - to fully integrated stakeholder value reflecting the relative importance of the organization to employees, customers, suppliers including shareholders as suppliers of money, neighborhoods, etc.

For each category a specific...

arun's picture

In this model each individual is encouraged to declare his / her dedication to the team / organizations value creation in terms of metrics (e.g. scale of 1 - 10). The measurement could vary depending on the type of contribution (e.g. revenue earners, Operation departments, Sales, Marketing, R& D etc.)...

By Arun Sheshanarayana on September 29, 2012
doug-ramsey's picture

In the Company Building model, there are some major differences from traditional performance management.  First Company Building is a holistic/integral model that directs strategy in a multiple bottom line design and integrates strategy, culture, people, and customers into an interdependent whole.  Next, change is approached from the standpoint of the...

By Doug Ramsey on September 28, 2012
tavo-de-le-n's picture

In some shape or form the military command-and-control management structure remains the norm for most corporations.  With this comes performance management as we know them today. This structure and behavior is an inherent barrier to realizing the benefits of the greatest strength possessed by humans - learning and learning from...

By Tavo De León on September 28, 2012
lorne-mitchell's picture

Having spent a lifetime swimming in large corporate swimming pools, four years ago I climbed out of the IBM pool to become a part-timebeekeeper, part-time entrepreneur.

Four years prior to this move, I had taken up the hobby of beekeeping and I was excited that I could spend more time...

By Lorne Mitchell on September 28, 2012
jerry-taylor's picture

DD is a way of thinking centred on the individual in context of a community and the stage in his/her development of the competences relevant to creation of a high-performing organization. It evolves from the view of the humanistic psychology of an individual as an autonomous agent driven naturally to...

By Jerry Taylor on September 27, 2012

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