The Moral DNA of Performance

Anyone who takes the time to reflect on human behaviour will observe the impact, both actual and perceived, of different styles of leadership and management on organisational performance. Organisations are very simply collections of people, ideally sharing a common purpose, a set of values, a thoughtful decision-making approach and a will to succeed. If leadership is “getting ordinary people to do extraordinary things” care needs to be taken by leaders and managers to espouse the ethical behaviours which inspire confidence, trust, and followership.

For more information on how engagement, leadership styles and risk and ethical awareness can impact performance, read the following research.

Download Whitepaper


Introducing performance measurement

For practical information on understanding and measuring performance in your organisation, download the CMI checklist below:

Introducing Performance Measurement Checklist 129


Case study

Coca-Cola Enterprises has a huge global operation with multiple business units. The organisation sought to develop a centralised HR analytics function to serve eight countries. Read the full case study to find out how the HR analytics team were able to increase data maturity and improve business performance.

Coca-cola case study

Modern information technology systems can support balanced scorecard deployment. However, the big implementation problems are people problems: change of managers’ perceptions and in the employee culture.


CHK-154 Implementing the balanced scorecard.pdf

Putting the Balanced Scorecard to Work – Harvard Business Review

5 Steps for Effortless Balanced Scorecard Implementation