CHAPTER 2
ALIGNING PERFORMANCE MANAGEMENT WITH ORGANIZATIONAL STRATEGY, VALUES, AND GOALSb
William A. Schiemann
In the 1970s, alignment was a major concern for me and thousands of drivers escaping for a weekend in Tijuana, Mexico. The road to Tijuana was pocked by hundreds of potholes that could swallow whole tires, leaving only two strategies: drive excruciatingly slowly while maneuvering circuitously around this moonscape, or step on the gas and hope to “hydroplane” over the impediments. Neither really worked, as evidenced by a plethora of auto alignment and body shops that dotted the entrance to Tijuana.
In the past two decades, the concept of “alignment” has taken off with fits and starts, much of the initial rally propelled by ...
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