In 1999, SEA Bank, a large bank in South-East Asia, initiated an organisational change programme with the redesign of its performance management architecture a key component. Analysis revealed inefficiency in corporate decision-making, sub-optimal employee performance, a disorganised and reactive approach to performance management, the lack of a strong performance culture and the lack of a strong framework of accountability. Five elements of performance management were investigated: long-term st...
BPIR Categories9.5.1 Develop performance management approach
8.1.1 Leaders develop/manage org culture,vision&values
14.1.1 Design & deploy performance measurement system