Shape the Future of Strategy & Performance Management

Scope

This survey explores how organizations across the region design and execute their strategic planning process—from defining a clear vision and mission to aligning corporate values with planning tools, stakeholder input, and long-term direction.

Description

We ask how strategies are developed, what tools and techniques are used, and whether the strategic planning approach is more deliberate or emergent. The survey also investigates how strategic goals are communicated, how internal and external insights are integrated, and how well planning outputs align with operations. Results will reflect regional practices in crafting and applying strategy—not just writing it down.

Target group

Strategy Managers, Strategy Specialists, Strategy Consultants, Executives (top management)

Example questions

• How strongly are the objectives in your organization's strategy plan interconnected and influencing each other?
• Within your organization, to what extent is the strategy planning process documented in detail through formal procedures?

Scope

This survey explores how organizations use tools like the balanced scorecard and other performance measurement systems to track strategic objectives. It focuses on how key performance indicators for managers are selected, monitored, and used to support alignment and results.

Description

We explore how performance management systems operate in practice—from KPI selection and documentation to data gathering and visualization. The responses provide insight into how key performance indicators for managers and employees are tracked and whether measurement supports alignment, learning, and strategic execution across the region.

Target group

Strategy Managers, Strategy Specialists, Strategy Consultants, Corporate Performance Managers, Performance Management Specialists, Performance Measurement Specialist,Executives (top management) and Managers.

Example questions

• Which processes do you find most challenging when setting targets for your organization? (Select all that apply.)
• How important is data visualization in your organization's performance management process?

Scope

This survey examines how organizations use corporate performance management systems to translate data into improvement. It looks at how performance dashboards, reporting processes, and review mechanisms support action, innovation, and learning.

Description

From structured performance reviews to follow-up actions and reporting, we look at how performance management supports change. The survey also examines how organizations close the loop between measurement and improvement to create a culture of accountability.

Target group

Strategy Managers, Project Management Offices Representatives, Corporate Performance Managers, Performance Management Specialists, Performance Measurement Specialists, and Managers.

Example questions

• To what extent are KPIs communicated beyond top management to engage all teams in understanding operations and improving performance?
• Which of the following are included in your organization's corporate performance report?

Scope

This survey explores how organizations use an employee performance management system to set expectations, track progress, and support growth. It covers the full performance appraisal process, from planning and measurement to review and improvement.

Description

The survey examines how employee performance is managed—from planning and measurement to feedback and improvement. It looks at the extent to which organizations support performance conversations, align expectations, and motivate individuals. The findings provide a regional snapshot of how performance management is practiced at the employee level.

Target group

Human Resources Managers, Human Resources Specialists, People Performance Specialists, managerial and non-managerial roles across all functional areas.

Example questions

• How satisfied are you with the current process for setting individual objectives and KPIs within your organization?
• How often would you like to meet with your manager to discuss your performance and challenges and to receive feedback or guidance?

Scope

This survey explores the human side of performance and management, focusing on behaviors, mindsets, and the broader performance management framework. It examines how leadership, communication, and engagement contribute to a sustainable culture of corporate performance.

Description

We look at how managerial performance is experienced across levels, how people are recognized or discouraged, and whether a culture of learning, well-being, and motivation is truly in place. The results will highlight regional trends shaping performance culture beyond metrics alone.

Target group

Human Resources Managers, Human Resources Specialists, People Performance Specialists, managerial and non-managerial roles across all functional areas.

Example questions

• How often does top management engage in dialogues with employees?
• Which of the following learning opportunities are offered by your organization?