Performance Management in Africa: Nabil Boulos

Written by Andrei Costea on November 19, 2015. Posted in Interviews, Organisational performance, Practitioner, Trending

The KPI Institute’s Performance Management in 2014 report is built on the belief that a balanced approach in such research endeavors can only be achieved by triangulating the opinions of practitioners, academics and consultants alike. In 2014, Nabil Boulos, Ex Head of Financial Planning & Analysis Asia & Africa Business Unit, Vimpelcom Group, Egypt, was one of the practitioners who offered us rich insights into performance related research and trends.

“Love your job, love your life, and let them love each other, since they need each other.”

1. What does the term Performance Management mean to you?

It is the integration and alignment set of processes of a company’s operations, in order to ensure efficient achievement of corporate targets. Such processes are organic, integrated and reflect /impact the learning curve of industry, organization and individuals.

2. What drives interest in Performance Management?

Increasing complexity of business drivers, along with the sever competition and pressure on margins are leveraging Performance Management. Organizations must have structured operations, leading to a thorough management of the operations’ performance.

3. What are your thoughts on the relationship between Performance Management at organizational, departmental and individual level?

I see it as an end-to-end, integrated and organic relationship. It is following the same pattern of segregation of Organization’s Objectives, along the whole structure. Such integration is a must, a vital pillar to corporate success.

4. What are the 2014 key trends in Performance Management from your point of view?
   • More promotion of Big Data & Analytics for higher accuracy of reporting /forecasting systems to shorten closing periods and for accelerating the decision making process;
   • More focus on improvement of individuals and teams rather than just the “business”.

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5. What aspects of Performance Management should be explored more through research?

Non-financial and Hybrid KPIs need to be explored more.

6. Which companies would you recommend to be looked at, due to their particular approach to Performance Management and subsequent results?

• Ooredoo;
• Emirates Airlines;
• Siemens.

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7. Which are the main challenges in today’s Performance Management practice?

The main challenge will remain, for a while, the definition of KPIs (methodology, responsibility and relevance). Another conceptual challenge is promoting performance management beyond the “control” role, to be more into exploring, growing knowledge and a key to success.

8. What do you think should be improved in the use of Performance Management tools and processes?

Tools and systems are always following the technology trends, yet what needs improvement is how individuals are designing the relationships between different KPIs in such a dynamic context, which needs a deep understanding of Industry, market, and organization’s specifics. In such case, the right choice of systems and tools as well as efficient design / reengineering processes is achieved.

9. What would you consider best practices in Performance Management?

I consider collaboration and involving of all levels of an organization in developing KPIs, and reaching well-balanced and weighted KPIs (that are regularly reviewed) as the best practice.

10. Which aspects of Performance Management should be emphasized during educational programs?

• Methodologies, formulation and design of KPIs sets is crucial for education programs.
• Understanding of financial ratios and its rational

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11. Which are the limits in order to achieve higher levels of proficiency in Performance Management among practitioners?
    • High reliance on systems which overshadows the crucial human aspect;
    • Getting commitment and involvement of the organization’s different levels.

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12. If you are to name, in a few words, the main aspects governing Performance Management today, what would they be?

Systems, innovation, efficiency, commitment, and rational are main aspects and keys to govern PM today.

13. What is your opinion on the emerging trend of measuring performance outside working hours?

While this is essential to measure employees’ engagement, yet it still needs further development, since the diversity of the human aspect makes it more challenging to develop reliable and agreeable KPIs.

14. Are you using any kind of personal performance measurement tools? If yes, please describe how this has influenced your life.

• Basic PM Tool for personal finance – it is providing adequate an tool for savings;
• Observational performance management, as it helps in maintaining healthy balance between work and personal life

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15. Do you have any tips for successfully managing one’s work-life balance? What are your thoughts?

Love your job, love your life, and let them love each other, since they need each other.

16. Which are the recent achievements in generating value as result of Performance Management put in practice in your organization?

Achievement is reflected by how KPIs are developed, as well as through the alignment of performance to the corporate strategy by strongly engaging individuals, teams and subsidiaries of the group.

Such success materialized in launching a Global Reporting system project that capitalized on diversified knowledge, as well as the integration of data warehouse across the group.

For more interviews with specialists in the field, peruse through our report Performance Management in 2014! Should you be interested in having your interview featured in one of our publications, contact us at [email protected]!

Tags: Organizational Performance, Performance Management in 2014, Practitioners