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BPI Performance Feedback – Implementation Phase

Blog: Biz-Performance, David Brown

BPI Performance Feedback – Implementation Phase


  • Comparison of actual performance (resulting from implementation of new processes), tracked through the Measurement System or other feedback mechanisms, with performance estimates previously defined. If applicable, an identification of steps to remedy poor performance is also provided.

Client Value

  • Assessing the performance of the new process monitors whether the implementation is pro­duc­ing the results that were anticipated. This step is critical to justify the effort that has been performed and the investment that has been made in External Consultant by the client. Other elements of this deliverable that add value for the client include:
    • Indications of when processes or sub-processes need special attention
    • A determination of the degree of success of previous process improvement   
    • A guide for the post-implementation decision-making process.


This deliverable should enable management to understand the overall impact of the BPI program on the organiza­tion’s performance including the measures set with in the Business Case. Performance results tracked through the Measurement System should be communicated to the organization as part of the rewards and conse­quences of the implementation. Formal reward mechanisms may be included in changes to Performance Support and Recognition programs.
  1. Review performance information of newly implemented system.   
    1. Assess quantified performance measures for each major phase of the implementation. At minimum, these should include measurement of performance compared with the original Stretch Targets and other objectives for the BPI exercise.
    2. Performance results should be available from the Measurements Systems established or other infrastructure such as Help Desks, employee reviews, etc.   
  2. Analyze performance information and take appropriate actions.
    1. Ensure that root causes for the performance results obtained are fully understood so that lessons learned can be applied to the subsequent phases of the implementation. If Plateau Planning or a phased implementation approach is used, ensure that this learning and adjustment of future plans takes place at the end of each ‘plateau’ or phase. At this point, link to the Continuous Improvement Program to capture and communicate knowledge within the organization.    



Tactics/Helpful Hints

  • The figure below illustrates the realization of a typical benefit over time. Be aware that whenever any change is first implemented, there will be a learning curve during which users become familiar with the new environment and ‘teething troubles’ are resolved. The time taken to pass through this phase will vary depending on the magnitude of the changes introduced. Once this hurdle is overcome, benefits associated with the changes in behaviours required by the new
  • However, as time passes, the extent to which any potential benefits are realized can decline. This may be a result of changes in circumstances that are not reflected in the implementation of the “To-Be” state, poor provision of training and support after the implementation, reversion to old procedures etc. In some cases, organizations never realize benefits above those delivered by the existing environment for this very reason.


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