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aligning various strategies among business units, the organization taps into the collective knowledge of its employees and unleashes each person s potential From the top desk to the desktop, e-mail-based discussion threads, based on feedback from key performance indicator (KPI) scores from the scorecard, can be created for faster problem solving and consensus The PM process truly makes executing strategy everyone s job Collaboration in this sense is all about collective dialogue Management is not equivalent to control management is coaching people for continuous improvements A simple way to think about this PM cycle is that it embraces both planning and executing However, PM is greatly aided when managers and employee teams have access to and visibility of fact-based intelligence, such as the rich information from an ABM system.

As you reengineer the employee experience, what are the criteria upon which you determine compensation and incentives For some companies it is straight base pay This approach reinforces indifference to employees and signals that extra effort is useless Assuming that employees will go above and beyond for the standard salary, without any incentives, is wishful thinking Another prevailing approach reinforces the productivity and efficiency model This model provides compensation on the basis of quantity and not quality This quantity will come in the form of achieving sales quotas, production quantities, service cases closed, or number of leads However you look at these compensation plans, you will clearly get the message that the production floor is in action Usually little or no emphasis is placed on quality and customer acceptance These companies will never achieve meaningful customer focus, because their compensation plan is in direct conflict with customer centricity goals.

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With fact-based intelligence, correct strategies are more likely to be formulated, and employee teams can analyze what is happening and what might happen (eg, what-if scenarios) in order to make better decisions PM also links the annual budget process, usually performed by the nance function, with the strategic planning process If executives approve the projects and initiatives to meet strategic objectives, then they also need to give employee teams the commensurate resource levels But the budget is typically exposed only in general ledger accounts In contrast, strategies are expressed in terms of programs and performance measures What is missing is the mechanism to explicitly link them PM does that When all is said and done, much is often said and little is done PM inspires actions based on calculated risks to support the best or right decisions 5 discusses strategy maps and scorecards.

9.4 SUMMARY AND CONCLUSION Task scheduling is a big issue in a parallel and distributed computing system. The simulation and visualization model presented here only covers some basic elements of the problem. Among other things, this chapter presents the development of a simulation model for scheduling tasks in a dependency graph using a model called the path maximum magnitude (PMM). The simulation model provides a visual interface for drawing a dependency graph, with the magnitude of the tasks and the links determined randomly by the computer. The scheduling method using PMM produces results in the form of Gantt charts, which clearly show the start and completion time of each task in its assigned processor. The scheduling technique includes the precedence relationship between the tasks and their communication costs in the mapping. The PMM method can easily be used as a prototype model for other scheduling methods. The model can be extended to include other parameters in task scheduling, such as factors affecting machine performance. These include the initial startup cost, the transmission rate, the contention rate, and the cabling mechanism. In a real parallel and distributed system, these parameters severely affect the communication cost of transferring information from one point in the network to another. Due to different requirements, some applications may not agree with the PMM method discussed here. In this case, other scheduling techniques may be used instead of PMM. Other than parallel and distributed systems, the techniques discussed here can also be applied to problems involving machine scheduling, transportation, mobile computing, and grid computing. Our simulation model can be applied to cases in which there are similarities in the way the tasks are mapped in these problems.

Ultimately, employees will do what they are paid to do, and little else The performance evaluation and the compensation plan must reflect the customer centricity objectives to ensure the strategy s success In 10, Critical Choice 9, the guidelines for a customer-centric performance evaluation and compensation program, are explored As you approach the process of reengineering your employee experiences, be aware of the fact that it is highly likely that your employees will be suspicious, skeptical, cynical, or all of the above They deserve to be After being told during the 1990s that they were the critical asset of the company, they saw a different face of the company in the early 2000s An unfeeling, faceless machine gave them the cold shoulder as it focused on cost reduction and treated them as another source of cost It takes time to rebuild trust.

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