In recent years, businesses have placed a greater emphasis on sustainability. However, pursuing sustainable business as a primary strategy differs from merely engaging in sustainable practices. The Performance Magazine Issue No. 25, 2023 – Sustainability Edition presents in-depth analyses and practical perspectives on the latest issues and trends in incorporating sustainability into operations and strategies. 

Moreover, this issue provides guidance for organizations looking to successfully adopt sustainable practices as well as the challenges and opportunities involved in the process. 

Gracing the cover of this issue is  Eelco van der Enden, chief executive officer (CEO) of Global Reporting Initiative. He shared updates on sustainability reporting practices worldwide, discussed the importance of the participation of small and medium-sized enterprises (SMEs) in sustainability reporting, and emphasized how sustainability creates value for stakeholders and becomes crucial for long-term success.

Readers will also gain valuable insights on how to foster a culture of sustainability in organizations through exclusive interviews with sustainability experts from different companies, such as Kearney, Almarai Group, FIFA World Cup™, and Accenture. 

Furthermore, experts from The KPI Institute will provide answers to pivotal sustainability questions affecting organizations today:

• What are the key drivers of sustainability in organizations, and what role does the performance management system play in creating a sustainable organization? 
• What KPIs are a MUST in reporting sustainability matters? 
• How can an organization create meaningful sustainability reports?

The magazine includes articles highlighting best practices in strategic planning, strategy execution, employee performance, benchmarking, data analysis, and data visualization. Moreover, the latest edition now includes a new section called Career Insights, which features the article, “The power of process thinking for performance management professionals.” Additionally, readers can access a variety of informative resources on strategy and performance management in the Recommended Resources section.

To expand your knowledge on sustainability as part of strategy and performance management, be sure to check out the latest issue of Performance Magazine. You can download the digital version through the TKI Marketplace or order a printed copy from Amazon.

Editor’s Note: This is an excerpt of an article authored by Islam Salahuddin, a Business Research Analyst at The KPI Institute. Originally featured in the 24th printed edition of PERFORMANCE Magazine, the article delves into the concept of Web 3.0 and its relevance to the online presence of government services.

The third generation of the World Wide Web (WWW or Web 3.0) is the next frontier for e-government services to excel. Since it is still an under-formulation concept, it has no rigid definition so far. However, some of its main features have been more and more clear, especially since it has been steering debates on its applications and implications.

To understand the general concept behind Web 3.0 and what it serves for the online presence of government services, going through the WWW evolution history is necessary.

The web at its basis is a system of sharing documents between computers and servers, connected in a network that we cumulatively call the internet. This is according to W3 Consortium, the organization that is led by Tim-Berners Lee, the inventor of the web, with little paraphrasing for the sake of simplification.

This system has evolved since it was first introduced in the early 1990s. Evolution does not happen with a switch, meaning there is no one company for instance that will introduce the technology to the world. Rather, each generation of the web emerges first as a group of concepts that develop through technologies and get widely adopted over time, eventually changing the way the web functions. 

Web 3.0 for example, being not the “mainstream” web yet, is just a term to differentiate the envisioned web reality that the new concepts and technologies will lead to in the future, from concepts and technologies shaping the web functionality in the present and the past. The very first version of the web (Web 1.0) offered only static pages linked together in a “web” through hyperlinks. It is a version of one-way communication from publishers to readers. 

Governments have recognized the potential of using the internet to publish information that their citizens need, mostly in order to aid their access to the brick-and-mortar services such as administrative and legal services. Consequentially called Government 1.0, e-government services in this phase have included only pushing information on regulations and procedures, and announcing statements and public holiday schedules for instance.

With technologies evolving, two-way communication on the web has become possible. This is the main feature of Web 2.0 that offers the possibility of user-generated content and interactivity. Therefore, it has opened the gate for the rise of social media and personalized web experiences. Web 2.0 is the version of the internet that everyone knows today.

E-government services have evolved to Government 2.0, with the ability to use the internet not just to aid offline public services, but to offer parallel online transactional ones. With the United Kingdom launching gov.uk and Norway launching norge.no, governments have been able to get their citizens to apply for certificates and licenses, register properties, submit taxes, and pay fines and bills, all through the internet. Web 2.0 also has given governments the chance to engage with citizens in online discussions, including how to enhance digital services.

To know more about Web 3.0 has to offer and how the government can prepare for it, read the full article in the latest edition of PERFORMANCE Magazine. The 24th PERFORMANCE Magazine – Printed Edition offers detailed analyses and valuable insights on the performance of the public sector amidst the post-pandemic environment. Grab your copy in the TKI Marketplace now!

Government performance looks different today due to the changes that took place in the world in the past two years. The 24th edition of Performance Magazine offers deep dives and practical insights into new developments, strategies, trends, and transformations in the public sector.

The issue highlights findings from The KPI Institute’s Government Service Index Report 2022, a pragmatic review of public service performance in the post-pandemic era that covers seven world regions, 66 countries, five dimensions, and 32 indicators.  The data were analyzed according to five dimensions: adaptability, talent, digitalization, governance, and impact.

In the cover story, “The future of public service: key trends in strategy and performance management,” Dr. Hisham Ahmad Kayali, a strategic and performance management specialist in the UAE, wrote about what the future of public services should look like. The other articles readers can find are:

• “How the COVID-19 pandemic shaped political governance”
• “Strategic approaches on the use of digital tools and data to improve the delivery of public value”
• “Web 3.0: the next frontier for e-government services”
• “The United Arab Emirates: the world’s leader in government services”
• “Making an impact: how the Netherlands promotes the general welfare”

The latest Performance Magazine also addresses today’s most pressing questions related to government performance: How can a motivational culture impact the performance of public servants? What is important in measuring the performance of public services? How can public entities better communicate strategies to citizens?

By drawing on The KPI Institute’s 19 years of experience in performance management, Performance Magazine provides its readers with prime resources, industry updates, interviews, case studies, expert recommendations, and global perspectives on strategy and performance management. The magazine covers strategy planning, strategy execution, employee performance, benchmarking, data analysis, and data visualization.

Readers can access industry updates and exclusive insights into becoming state-of-the-art professionals and high-performance organizations from subject matter experts, seasoned consultants, practitioners, business leaders, academicians, and research analysts.

To learn more about government performance, download the latest Performance Magazine for free via TKI Marketplace or order the print version from Amazon.

The KPI Institute recently interviewed Dr. Keith A. Clinkscale, the Strategic Planning and Performance Management Director at Palm Beach County, Florida, USA, to find out how the hospitality, travel, and tourism industry has been recovering from drought during the COVID-19 pandemic.

Here is an excerpt of the interview, which will be published in the next issue of Performance Magazine – Print Edition.

TKI: Can you share any “legacy” management practices that have lost their relevance in recent years? 

Dr. Clinkscale: Our recognition of operating in “silos” is driving more team collaboration. Some of the legacy practices in government were about “staying in your lane.” Many departments and organizations develop vertical expertise. Sometimes, they do it without input or knowledge of what is happening to their left or right. The trend is to move forward, collaborate, team up across disciplines, and generate more creative solutions through diverse and different perspectives.

TKI: What are your major challenges in managing performance? 

Dr. Clinkscale: One of the major challenges in managing performance is busy people. Sometimes people think they are too busy to manage performance. However, they are too busy not to measure performance. Taking a deep breath and looking at the data can position organizations to do the right thing based on data. Repeatedly convincing them of this can be a challenge.

TKI: What does the corporate performance management system of the future look like in the hospitality, travel, and/or tourism industry? 

Dr. Clinkscale: In the hospitality, travel, and tourism industry, the future of corporate performance management systems will make tracking trends over five years faster and easier.

We need to see how people respond to travel, hotel stays, and vacation activities. It is essential for us to understand what people value, and we need this information quickly, easy to decipher, and frequently as things change every day.

Keep an eye out for Performance Magazine – Print Edition No. 23 to be released on Amazon and TKI Marketplace this October, to dive more into our conversation.  For further updates. visit and follow The KPI Institute’s LinkedIn page.

Editor’s Note: Below is an excerpt of an article written by Islam Salahuddin, a Business Research Analyst at The KPI Institute. “The Key to Developing a Powerful Data Strategy” is originally published in the 22nd PERFORMANCE Magazine – Printed Edition.

Amidst the buzzing world of data, companies may find themselves directly diving into analytics due to the fear of falling short and missing out. However, many resources can be spent on catching up on the race but end up with no real results.

That happened to 60-85% of big data projects, which IBM reported to have failed because they focused solely on technology. IBM added that the projects did not have a data strategy and a data-centric culture supporting  business objectives. 

Meanwhile, the Massachusetts Institute of Technology’s MIT Technology Review Insights survey of 357 business leaders and decision-makers in July 2021 has revealed that only 20% are implementing a data strategy. While 30% of the respondents have a data strategy in place, they believe it still has gaps.

What Makes Executing a Data Strategy at Scale Difficult

According to 42% of MIT’s respondents, the main challenge for implementing a data strategy is access to “more sources of data, including demographics, competitor, and geospatial information.” Thirty-four percent admit they need help with extracting meaningful insights from their data, while some believe they need “better tools and infrastructure for data storage and analytics.”

In the survey’s report, “in unpredictable times, a data strategy is key ,” says Ishit Vachhrajani, Enterprise Strategist at Amazon Web Services,  emphasizing that all the challenges mentioned by the respondents can be blamed on “cultural obstacles” within their organizations.

“We talk a lot about technology, but one problem we hear from leaders is overly centralized, HIPPO-based decision-making that stands in the way,” Vachhrajani said. He also blames the challenges to governance structures that are no longer effective in bridging people who understand and work with data and frontline employees involved in decision-making and customer interaction.

In the same report, Jonathan Lutz, Director of Technology at Aquiline Capital Partners, describes the implementation of a successful data strategy as an “all-hands effort.” He recommends strong support from the top and buy-in across the organization.

For Vachhrajani, a successful data strategy is driven by leaders who invest in equipping people with the right skills and adopting technology across the company.

To learn more on how to establish an effective data strategy, read the full article in the latest edition of PERFORMANCE Magazine. The 22nd PERFORMANCE Magazine – Printed Edition caters the role that data plays in transforming organizations as they achieve excellence, growth, and success. Grab your copy in the TKI Marketplace now!

The newest edition of the PERFORMANCE MAGAZINE is now available in The KPI Institute’s Marketplace and Amazon.

The 22nd edition of the Performance Magazine focuses on how data may transform businesses while producing significant results considering that in today’s generation, everything is developing fast and drastically, including how plans are established and implemented, as well as how employees carry out their jobs. 

On the cover, join Kevin Hartman, Google’s Chief Analytics Evangelist, and dive into the world of data analytics. Discover how data creates new structures and dynamic bonds while embodying digitalization.

Moreover, this issue explores how artificial intelligence affects performance management, what makes a strong data strategy, and what the top business intelligence trends are like in 2022. It also covers the digital initiatives of several cities across the world using performance assessment methods and strategic development ideas. This edition can be an instrument for learning how to embrace technological change while making achievements in sustainability.

The 22nd Performance Magazine highlights the following:  

• The state of strategy and performance management in 2022
• Updates on industry trends, best practices, and innovations
• Role of data analytics in business strategy and performance
• Interviews with strategy experts and academicians
• Comprehensive global analysis and concept presentations
• Exclusive insights from top consultants
• Guides in boosting personal performance
• Recommended resources and tools for data savvy and decision-makers

Learn more about data analytics, innovation, and digitalization in relation to strategy and performance management while reading through each page of the PERFORMANCE MAGAZINE Issue No. 22, July 2022. You can grab a digital copy in The KPI Institute’s Marketplace or through this link: Performance Magazine 22. For an additional printed copy, you can order yours via Amazon. 

Editor’s Note: Below is an excerpt of Performance Magazine’s (PM) interview with Fadi Al-Jafari, a Senior Management Consultant, Leader of Data Analysis and Visualization Center, and Project Manager at The KPI Institute. 

For Fadi Al-Jafari, one of TKI’s performance management experts, having a clear vision for your organization and being aware of its external environment to prevent threats and capture opportunities is the core of strategic thinking. He expounded on this and more in an interview with Performance Magazine.

PM: What will be the major challenges in managing performance in the future, and how should organizations prepare for them?

Fadi: The major challenges would be how to measure the individual’s performance right and without any biases, use the data to predict future the individual’s performance, and benefit from the data they have to improve the individual’s performance. One solution is to use digital PMS that collects data regularly and measures individual performance based on the tasks they work on and then use data analytics tools to draw conclusions and predictions based on the analysis.

PM: While navigating through these challenging times, what would you consider a best practice in Performance Management?

Fadi: To start with an organizational architecture framework of the PMS, ensure that cascading and alignments are conducted properly. This also enables organizations to develop a governance framework, processes, and procedures to efficiently run the system and avoid internal silos.

PM: What key competencies would make a Strategy and Performance Manager succeed nowadays?

Fadi: An important one is strategic thinking — to be able to analyze different situations that the organization may face and to have a proactive personality that would allow them to capture changes in the market before they arise. It is crucial to identify the opportunities, capture them before the competitors do, and determine any threats to prepare the organization to deal with them.

To read the complete interview with Fadi, stay tuned for the release of Performance Magazine – Print Edition July 2022. Get updates from the LinkedIn page of The KPI Institute.

Editor’s Note: “Innovation Highlights: Advancing Performance with State-of-the-Art Solutions” is an article written by The KPI Institute’s Jr. Management Consultant Andreana Dumitrescu and former Business Research Analyst Agnes Ilyes. This piece was first published in the latest edition of Performance Magazine. 

Embracing innovation is part of upgrading your organization’s performance. It requires building your innovation capability, culture, and management as well as getting inspiration from your environment. Here are some ideas to get you started.

Become a Citizen-Developer

Low-code development platforms have a revolutionary role, increasing the performance of software developers, accelerating application delivery, and simplifying complex tasks. At the same time, low-code and no-code tools for programming allow anyone without experience in the domain to create applications or systems, and these users are called citizen-developers. 

Low-code development platforms can automate time-consuming processes, allow employees to use visual and templated workflows, and make technology products reach the market faster. This leads to efficiency, new levels of growth, and great business value. However, those who need customized solutions may still need to use high-code platforms. While users may no longer need to learn coding, no-code platforms are expensive and may not appeal to small businesses. 

Using Drones in Performance Management

In the construction industry, drones are used to monitor employee productivity, collecting real-time data for organizations and giving them a competitive edge. The system gives them the ability to monitor people and activities and gather information fast. This information can be about whether a project is completed on time and on budget, spotting unauthorized use of or damage to the employer’s property, employee safety, human error, and labor costs. Drones can record photos and videos, and the footage can be easily shared with any device. With real-time access to the progress of a project, managers can determine potential causes of delays and the contribution of employees to the overall business strategy and project success. 

Microlearning as the Future of Workplace Learning

The global microlearning market is expected to reach $3. 8 billion by 2027, according to the report “Global Microlearning Industry” by Reportlinker.com. Microlearning refers to learning delivered in short-form, independent units and typically features personalized videos, tutorials, quizzes, or games. 

The topics of microlearning are the simplified versions of those taught in complex and widely structured learning environments. The shift to remote work and the demand for new skills accelerated the popularity of microlearning. The benefits of microlearning include accessibility, flexibility, and reduced development costs. It attracts workers, especially millennials, who prefer faster and engaging learning sessions, customized, and relaxed to avoid cognitive overload. 

Uber’s T3 B3 Process

When Uber’s employees complained that the company’s traditional performance review was subjective and dwelled too much on employees’ past behavior, the transport company devised a strategy called the T3 B3 Process. T3 B3, which means “top three bottom three,” asks employees to identify their top three qualities and bottom three areas for improvement. Their answers will generate new goals, which are entered into a system accessible to all members of the organization. 

Uber’s new review process highlights development based on job performance. The regular feedback that employees receive are categorized into positive reinforcement or constructive advice. Every week, managers monitor their feedback ratios and balance the two categories.

The Military Adopts the 360-degree Appraisal System to Get Rid of Toxic Leaders

Used by companies like Amazon, IBM, and Netflix, the 360-degree appraisal system will now be integrated into the selection board and assignments processes of the U.S. Marine Corps. It will conduct a pilot program first in 2022 and implement it fully in 2024. This means moving away from solely depending on their fitness reports, which are performance notes from two supervisors. 

The U.S. Marine Corps believes that a 360-degree performance review will help them avoid promoting senior leaders who may not be fit for the positions. By getting the feedback of Marine’s senior officials and subordinates, the organization can detect traits of toxic leadership as well as potential strengths and unidentified weaknesses. 

The 360-degree feedback offers employees regular confidential feedback from multiple viewpoints. This feedback system involves personalized questions and workflows, qualitative feedback, and agile pulse surveys. Moreover, the 360-degree review process emphasizes social reinforcement, encouraging workers to be more open to feedback and adjust their behavior. 

According to Harvard Business Review, initiatives to innovate usually fail and even successful innovators struggle to maintain their performance due to “the lack of an innovation strategy.”

For more than 10 years, The KPI Institute has established a standard in every facet of performance management through tailored KPI-based solutions. Join the Certified Innovation Performance Professional Live Online course on 18-22 July 2022 to learn how to link innovation to your organization’s strategy and goals in achieving excellence in performance, or get certified in IP Professional. For further details, visit our website. 

Editor’s Note: Below is an excerpt from the article “Sustainability Standards and KPIs As Game Changers,” written by Silvana Badita and published in the latest edition of Performance Magazine. It presents trends, solutions, and best practices for strategy and performance management through in-depth articles, first-hand how-to’s, concept presentations, case studies, and expert insights.

Companies can no longer afford to ignore sustainability. It is not just a trend but a major factor that drives where most businesses are headed. According to Globescan’s The State of Sustainable Business 2019, reputational risks, consumer demand, investor interest, operational risk, and employee engagement are some of the catalysts behind the sustainability efforts of most organizations. 

Manufacturing is one of the industries that are pressured to realign their activities with the mounting call for sustainability practices. Sustainable manufacturing refers to developing products with minimal negative environmental impacts and maximum contribution to the conservation of natural resources. These products are expected to be economically sound and safe for employees, communities, and consumers. 

Sustainable manufacturing aims to reduce the intensity of materials use, energy consumption, emissions, and unwanted byproducts while maintaining or improving the value provided for society and organizations. 

Some relevant key performance indicators that are often considered when evaluating the sustainability of manufacturing companies are:

• Environmental performance KPIs, such as: # Air emissions, % Energy utilization, % Hazardous waste etc.
• Economic performance KPIs: % Product reliability, % Conformance to specifications, $ Material cost, % Labor cost etc.
• Social performance KPIs: % Occupational health and safety, % Turnover rate, % Supplier commitment etc.

Sustainability standards are observed to ensure quality, transparency, compliance, and results in terms of making organizations accountable for their economic, environmental, and social performance.

The GRI Standards

Among the internationally renowned frameworks is the Global Reporting Initiative’s (GRI) Sustainability Reporting Standards. The GRI Standards consist of Universal Standards, which apply to all organizations and report on human rights and environmental due diligence, the new Sector Standards for sector-specific impacts, and the Topic Standards that come with the revised Universal Standards and relate to a particular topic.

Their vision is to create a sustainable future enabled by transparency and open dialogue about impacts. In this regard, they are a provider of the world’s most widely used sustainability disclosure standards.

With GRI Standards, companies can publicly present the outcomes of their activities in a structured way. This allows their stakeholders and interested parties to better see their status of how they are responding to calls for sustainability. GRI Standards can be used by any type of organization, whether large or small, public or private, or from any location or industry.

Editor’s Note: Below is an excerpt from the article “The Challenge to the C-Suite: How to Build Execution Into Strategy,” written by Adia Manea and published in the latest edition of Performance Magazine. It presents trends, solutions, and best practices for strategy and performance management through in-depth articles, first-hand how-to’s, concept presentations, case studies, and expert insights.

Strategies remain strategies until they are executed. Why is it hard for some organizations to translate what transpires in the boardroom into action?

Only 3% of the 1,526 business professionals who responded to a global survey commissioned by the American Management Association in 2019 said that their organizations were “very successful” at executing strategies.

In today’s business climate, it is critical to adopt a performance management system that makes the parts of an organization operating asynchronously to stick together like puzzle pieces. This leads to real initiatives for change and supports decision makers as they forge ahead or change course as necessary. 

A Roadmap for Results

How can leaders build execution into strategy and generate results from strategy analysis and planning? First, let’s assess the existing challenges. Although there are hundreds of failed strategies, they do not serve as a lesson. Nevertheless, researchers noticed a list of issues that stamped the misalignment of activities to corporate strategy over the years. According to Forbes, unclear communication and priorities, the lack of coordination across units, the silo behavior (unwillingness of a group to share information with another group), resistance to change, and the lack of performance culture are persistent factors that shift away the efficiency of execution from the strategy plan. 

The silo behavior prevents organizations from becoming agile, and this aspect still dominates the corporate culture. Only 9% of managers say that they can rely on colleagues in the company all the time, according to a research conducted by Harvard Business Review (HBR). Unfortunately, when confronted with this perspective, the need to compensate appears, but the result undermines the strategy as without help, they duplicate efforts, overdue the deadline or cannot meet promises made to customers. 

The same study shows that 30% of managers recognize that the failure of coordination across departments increases the chances for the performance commitments to not be reached. It also intervenes in the poor quality of performance culture as it may not promote support among units. The resistance to adapt to market circumstances is a major obstacle for an effective execution. But companies do not always fail to adapt at all. 

The problem is that most organizations react slowly to the change so there is a risk of not being able to embrace fleeting opportunities. Being reluctant to change activates the incapacity of mitigating emerging threats or even losing sight of the strategic direction.

Designing a performance management architecture leads to a bird’s view of the actual context and progress of projects or processes conducted internally. By approaching a set of performance management practices, a better structure, alignment, integration, and use of what is already in place will dominate the organizational context. In other words, the organizational strategy is digested through an integrated performance management system.

Companies must develop a strategy execution framework that aligns projects with initiatives to achieve their desired results. The project-based work is composed of activities that bring the organizational state closer to specific goals. By looking into project portfolios, one can assess the strategies in which the company chose to invest. The aim of the strategy execution framework is to align the project portfolios with the strategy. Once implemented, the framework adds a filter to the way management leads and executes in the sense that the steps taken are towards executing the strategy and not just walking around it.

Now, what is the connection between the performance management system and the strategy execution framework? Imagine the process of strategy execution as an octopus. The head is the performance management system in which the strategy is fragmented through the vision, mission, values, objectives and initiatives, while the arms are the projects conducted in portfolios that convey the alignment of resources and align with the overall strategy.

Discover how organizations can overcome strategy execution challenges by reading the rest of the article in the latest edition of Performance Magazine. Download your FREE COPY now!