Performance management at EDF Energy: ambition into action

Abstract

Purpose – Survey research suggests that 85 per cent of companies world‐wide have performance management systems. Of that number, many adopt such systems with the ultimate objective of increasing productivity and profitability. The purpose of this paper is to show how EDF Energy decided to adapt existing theory to create an in‐house version of the balanced scorecard, with the objective of creating and sustaining a continuous improvement culture.Design/methodology/approach – This paper outlines the integration of fundamental principles of performance management systems in the context of a large UK energy company. It highlights good practices in the design, alignment, implementation and communication of such systems.Findings – The key findings of this paper are the importance of the use of goal‐setting theories, particularly in the design and alignment of company ambitions and objectives. In doing so, value‐mapping provides the mechanism to align individual performance with company strategy. This case also h...