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Even in the best organisations, the management of corporate performance is a complex task. It requires senior executives to execute strategic plans, communicate them throughout the organisation and transform them into reality. Comprehensive, global research that provides business intelligence You will benefit from the insights, opinions and experiences of 190 senior European and US executives surveyed for this research paper. In addition, we conducted personal interviews with 25 companies. These interviews address the issues raised in the survey and explore them in greater detail, allowing you to assess their relevance to your own business. The findings from this research were analysed and interpreted by management experts from the Economist Intelligence Unit and PricewaterhouseCoopers. Learn how your peers address performance management. This report includes illuminating case examples detailing performance management techniques used at: Gillette. Its corporate strategy is focused on continuous new product development and further global expansion. Key performance management drivers include the global rotation of people and incentives pegged to internal standards rather than industry benchmarks. Glaxo Wellcome. Under a new corporate structure, it has re-evaluated the relationship between central strategy formulation and regional implementation. Devolving strategic autonomy to local units--within the broad framework of corporate strategy--is the company's preferred response. Royal Sun Alliance. A merger proved the ideal springboard for a global reorientation for these 300-year-old companies. Business units worldwide were assigned return on equity targets and balanced scorecard measures were designed around developing global teamwork, succession planning and customer service. Schroders. The firm's historical continuity is matched by staff stability. One of its key performance management goals is to cultivate low staff turnover to ensure the communication and c