Panel Details
You can also select any hexagon on the panel image to go directly to an indepth exploration of that part of the panel.
The Performance Panel is a conversation framework for the different functional responsibilities of effective teams and organisations. Using this framework enables people to quickly focus on priorities and make sure they are giving every part of their business the attention it needs.
The benefit of this framework is that it does is not impose a generic presrciption on your situation but provides you with a flexible tool for managing it yourself. It can be used to address how you operate internally, across the organisation, and externally, with customers and other stakeholders.
The hexagons on the panel belong to three axes: The yellow Enrichment Axis, The orange Involvement Axis and the blue Alignment Axis. The central Integration function belongs to all three axes.
Behind each hexagon is another framework for when you want to explore that function in detail.
Where to start
It is possible to start with any hexagon to explore an area of interest to you. To systematically go through the whole panel a process that usually works is to use the X-I approach. Start with the X, which is made up of the Enrichment and Involvement axes before the I, which is the vertical Alignment Axis. At all stages you can visit the central Integration hexagon to explore how leadership, people and culture are affecting each of the other hexagons.
Using the X-I approach is particularly useful for business planning. After exploring the Enrichment and Involvement axes you will have a stronger sense of the issues and opportunities your organisation is dealing with. The Direction function of the Alignment axis takes a strategic look at how you can deal with these issues. The Production hexagon helps you to explore the operational factors to focus on.
The benefit of this framework is that it does is not impose a generic presrciption on your situation but provides you with a flexible tool for managing it yourself. It can be used to address how you operate internally, across the organisation, and externally, with customers and other stakeholders.
The hexagons on the panel belong to three axes: The yellow Enrichment Axis, The orange Involvement Axis and the blue Alignment Axis. The central Integration function belongs to all three axes.
Behind each hexagon is another framework for when you want to explore that function in detail.
Where to start
It is possible to start with any hexagon to explore an area of interest to you. To systematically go through the whole panel a process that usually works is to use the X-I approach. Start with the X, which is made up of the Enrichment and Involvement axes before the I, which is the vertical Alignment Axis. At all stages you can visit the central Integration hexagon to explore how leadership, people and culture are affecting each of the other hexagons.
Using the X-I approach is particularly useful for business planning. After exploring the Enrichment and Involvement axes you will have a stronger sense of the issues and opportunities your organisation is dealing with. The Direction function of the Alignment axis takes a strategic look at how you can deal with these issues. The Production hexagon helps you to explore the operational factors to focus on.
Every organisation exists to create value for someone - customers, investors, the community. The Enrichment Axis reviews the two key elements of creating value.
The Value hexagon is about knowing and understanding the type of value you are meant to create. It is especially important to do this from the perspective of customers and investors as they are the ones who ultimately decide whether your organisation will prospers. It is about what they value.
Knowing what type of value you are creating is not enough. It has to be created in a way that suits the needs and circumstances of your customers. Understanding their changing needs and the technological, regulatory and social options affecting them is important to design and develop solutions they can use. This, of course, then links back to your own organisation and how you access the skills, knowledge, plant and equipment it needs to produce this value.
The Value hexagon is about knowing and understanding the type of value you are meant to create. It is especially important to do this from the perspective of customers and investors as they are the ones who ultimately decide whether your organisation will prospers. It is about what they value.
Knowing what type of value you are creating is not enough. It has to be created in a way that suits the needs and circumstances of your customers. Understanding their changing needs and the technological, regulatory and social options affecting them is important to design and develop solutions they can use. This, of course, then links back to your own organisation and how you access the skills, knowledge, plant and equipment it needs to produce this value.
The Involvement Axis is about the people you have to include for your organisation to succeed. This is about people external to your group. The Integration function addresses the internal people and relationship matters.
The Engagement hexagon is about making sure you are relating effectively to the people you need for you to succeed. Obviously customers are one important group, but you still need materials, finance, permits and a range of other necessities where you depend on the attention, professionalism and good will of others.
The Validation hexagon is a very important function that is often undervalued. While measuring, reporting and giving feedback can feel like a burden that interferes with your job, they are very important for sustaining the confidence and support of your stakeholders. Of course, the way you do this varies, depending on who the stakeholder is.
The Engagement hexagon is about making sure you are relating effectively to the people you need for you to succeed. Obviously customers are one important group, but you still need materials, finance, permits and a range of other necessities where you depend on the attention, professionalism and good will of others.
The Validation hexagon is a very important function that is often undervalued. While measuring, reporting and giving feedback can feel like a burden that interferes with your job, they are very important for sustaining the confidence and support of your stakeholders. Of course, the way you do this varies, depending on who the stakeholder is.
The Alignment Axis is about bringing all the different activities into a coordinated plan of action and then delivering it. It looks at the strategic issues and links them to operational activity. It incorporates the issues addressed on the other axes by putting them into practical plans and performance frameworks.
The Direction hexagon focuses on the strategic agenda, looking at where the organisation is going and how it manages the big issues. By working through these issues it is possible for teams and the organisation to make sure they focus on priorities and the best use and development of resources.
The Production hexagon is about making sure the operational activity of the organisation is working and delivering the required results. It coordinates local innovation and risk so all activities contribute to the viability and success of the organisation.
The Direction hexagon focuses on the strategic agenda, looking at where the organisation is going and how it manages the big issues. By working through these issues it is possible for teams and the organisation to make sure they focus on priorities and the best use and development of resources.
The Production hexagon is about making sure the operational activity of the organisation is working and delivering the required results. It coordinates local innovation and risk so all activities contribute to the viability and success of the organisation.
The Integration hexagon is the hub of the panel. It deals with the fact that organisations are made up of people with their strengths, weaknesses and assumptions. The three key areas that the Integration hub focuses on are leadership, people and culture.
How well leaders perform affects the effectiveness of many people and resources. The cost or benefit of their decisions are magnified in financial, reputation and people costs.
The people element of the Integration hub addresses the fact that a great deal of the effectiveness of an organisation relies on how well people perform. This includes how well they work with each other, deal with customers and suppliers as well as their level of effectiveness in doing the techincal tasks of their role.
These all rely on culture, the set of assumptions and practices that people conform to as normal in your organisation. It is critical to ensure these build up your organisation and do not hold it back.
How well leaders perform affects the effectiveness of many people and resources. The cost or benefit of their decisions are magnified in financial, reputation and people costs.
The people element of the Integration hub addresses the fact that a great deal of the effectiveness of an organisation relies on how well people perform. This includes how well they work with each other, deal with customers and suppliers as well as their level of effectiveness in doing the techincal tasks of their role.
These all rely on culture, the set of assumptions and practices that people conform to as normal in your organisation. It is critical to ensure these build up your organisation and do not hold it back.