Page 110 - Performance Leadership
P. 110
Chapter | 7
BUSINESS INTERFACES
DRIVE COLLABORATION
Coming together is a beginning. Keeping together is progress.
Working together is success.
—Henry Ford
Business Domains
Managers are usually responsible for a certain business domain. Busi-
ness domains can be strategic business units, each selling a product line
or serving a special market. They can also be business functions, such
as marketing, sales, logistics, manufacturing, finance, human resources,
and information technology. And they can be regions, such as Ameri-
cas, EMEA (Europe, Middle East, and Africa), and Asia Pacific.
Performance management is structured in the same way. When con-
fronted with establishing performance indicators and setting targets,
the first thing you learn is to assign a manager to that metric who owns
it. That owner then should have all the means and resources to make
sure it is realistic to make that target. Assigning a single person to each
metric creates a feeling of ownership and accountability. As the maxim
goes, “Shared responsibility is no responsibility.” Assigning the means
and the resources to that person so that the targets can be made makes
perfect sense.
As a consequence, the performance indicators in the organization
very closely resemble the organization’s structure. The problem with
• 99 •
