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Leading and Mobilising Strategy

Delivering Operational & Financial Productivity

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Measuring & Managing Performance

Building Effective Leadership Teams

Strategic Planning Made Easy

Event - Measuring and Managing Performance

Performance not Perception

Delegates will learn how to measure performance to balance the long and short-term interests of their organisation


The workshop will help delegates understand how to measure performance so that the organisation is able to deliver not only its short-term financial objectives but also its long term strategic goals and aims.


Many organisations complain of the pressure they feel to deliver short-term results at the expense of long-term business health. Whilst the two are not mutually exclusive, managing the two creates dilemmas that must be resolved.

Tools to help managers to resolve these dilemmas are available and facilitate the creation effective systems to manage the short and long term and the operational as well as strategic needs of the business.

Participants and Benefits

This workshop will be suitable for any one with an interest in measuring and managing organisational performance.

At the end of the workshop participants can expect to be able to:

Workshop Facilitators

Paul Oliver, a former BT director of strategy and development, will facilitate the workshop. He worked with BT for 18 years, having held a range of line management and staff positions.

Paul is a research associate with the Advanced Institute of Management Research, a member of international advisory committee for Learning, Organizing and Complexity as part of the International Conference on Complexity and Society and is also a non-executive director of a number of small businesses. He is an alumnus of the Strategic Leadership Programme at Templeton College, Oxford, has a degree in Business Studies from Middlesex University Business School and is a Fellow of the Chartered Institute of Management Accountants.

Course Content

The workshop lasts one day and will include the principles of measuring performance, the features of effective performance management systems and how measures fit together to give a complete dashboard.

The programme will include case studies and a “clinic” for delegates to discuss the issues they have with their own organisation with Conduco's experts.

Programme Details

If you wish to enrol for the programme or want more details please email, complete the contact form or call 01895 834994.

The cost of the programme is £395 per delegate, (excluding VAT).

Client Feedback From Previous Conduco Programmes

“Very thought provoking session that included immediately actionable tools”

“Many, many thanks for an incredibly professional and helpful workshop”

“Powerful model, excellent, insightful”

“I am glad I came and I’ve decided to use the approach for refashioning my unit”

“Great for SMEs and small businesses…even more so for big organisations”





tel: 01895 834994

Conduco Consulting | Conduco House
64 Middle Road Higher Denham
Buckinghamshire | UB9 5EQ | UK

The most important role of a leader is to mobilise resources, especially people, in pursuit of the organisations's strategic objectives.

The successful leader needs a style that fits with the organisation and its situation

Demist & Demystify
Just like trying to drive a car with iced up windows, if you can't see where you are going you are unlikely to get to your destination safely.

Likewise in organisations where there isn't a clear ethos, purpose and direction people feel confused and disoriented. This makes them disinclined to engage with a change initiative.

Think Outside-in
An organisation only exists as long as it is interdependent with its customer, shareholders, suppliers, employees and society at large. The moment it becomes dependent or independent of them it loses competitive advantage and begins to die.

To remain viable we must constantly scan and adapt to changes in our environment.

Everything is Connected
Having a clear view of what needs to be done, how it needs to be done, when and by whom is necessary but not sufficient. The people we lead have a right to expect the highest standards of planning.

A good plan is a set of interdependent and mutually supportive actions, aligned to an overall objective and strategy.

Map the System
Every organisation is a system made up of relationships between people. The role assigned to a person and their unencumbered freedom to act is the greatest clarification of relationship in the organisation. It spells out the nature and benefits of interdependencies.

Being clear and planning the roles and who takes responsibility for parts of the plan is mission critical.

Communicate & Engage
To mobilise a strategy everybody must not only know what is going on, but feel committed and a part of it.

This requires an approach that uses trusted relationships and gets the message to people in a way that fosters belief and credibility, whilst appealing at an emotional level.

Performance not Perception
In order to know if our strategy is effective we have to know if it is really working as expected. That means dealing on relevent facts. These should include lead as well as lag measures, non financial as well as financial measures.

Our performance cannot be judged on perceptions or relationships but only on performance and results.

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