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Most organisations do not struggle to create strategies. They struggle to keep the organisation connected to them. A strategy can look clear in a presentation. The objectives make sense. The priorities have been approved. Leadership leaves the room aligned. Then the organisation starts moving. Functions interpret the strategy differently. Targets evolve. Projects compete for resources. KPIs become disconnected from the original objective. Decisions happen at different levels, often using different information. Six months later, everyone is busy, but it becomes surprisingly difficult to answer a simple question: Are we actually executing the strategy we agreed? That is the problem Strategic Performance Governance is meant to solve. What is Strategic Performance Governance? Strategic Performance Governance is the structure that connects an organisation's long-term direction with the decisions, responsibilities, measures and actions used to deliver it. In the Performantria framework, I place Strategic Performance Governance at the centre of Enterprise Performance Management. That is intentional. Governance is what keeps the other parts of performance management connected. Strategy, goals, KPIs, data, people, portfolios, risk and transformation can all work reasonably well in isolation while the organisation as a whole still moves in several different directions. Good governance creates the shared rules of the game. Who decides? Who owns? What are we trying to achieve? Which measures matter? How is performance reviewed? What happens when reality changes? And perhaps most importantly: How do we make sure local decisions still support the overall objective? Governance is more than policies The word governance often creates the wrong image. Committees. Policies. Approval flows. Documents nobody reads. Those things may form part of governance, but they are not the objective. Governance should make decision-making clearer. It should create enough structure for people to understand what they are accountable for, where decisions belong and how their work connects to the organisation's objectives. If governance only creates additional administration, something has gone wrong. The purpose is not to govern more. The purpose is to help the organisation stay aligned while it executes. Governance sits at the centre of Enterprise Performance Management I often visualise the Performantria framework as a wheel. Strategic Performance Governance sits at the hub. Around it sit the other knowledge areas: performance measurement, data, analytics, operational excellence, human capital, stakeholders, risk, portfolios and transformation. The hub matters because those areas are interdependent. A KPI without ownership is just a number. A portfolio without strategic alignment can deliver projects that do not matter. Reliable data is valuable, but someone still needs to decide what the organisation should do with it. A transformation programme…
