The case study was conducted with semi structured interviews for the case company’s national management team and to the employee level of the case company. The interviews where held as group interviews. The national management team’s interviews consisted from two group sessions. All national management team members, in total 8 persons, participated to both. The employees were interviewed in eight different group sessions with approximately 10 persons in each group. This chapter will describe how the interviews were held to the NMT and to the employees.
National Management Team Interviews
The case study concluded two structured interviews of the NMT members. The semi-structured interviews were conducted in two group sessions where all the 8 NMT members participated. In the first group session, the NMT was asked first to divide into two smaller teams. Each team were asked to name performance indicators they do now use and/or believe would present critical success factors for the case company. The indicators were written using the Table 2: Performance indicators classification.
Table 2: Performance indicators classification
Strategic Operative
Non-financial Financial
After the teams had filled the table, both teams were shown the result of the other team. Then the teams could discuss and compliment the work of the other team. Finally, the NMT in full were presented the results and the indicators and the criticality and the purpose of the indicators were discussed while the total group was present.
After the first group session the NMT member responsible of the reporting and the PMS was interviewed. The purpose of this interview was to identify unifying perspectives from the
taken to the second group session. All the NMT members participated to the second group session where the proposal of the perspectives and indicators was presented. The NMT members had an opportunity to give critic and request changes to the perspectives and indicators. The framework has been then formed based to the results of the second group session.
Employees’ Interviews
The case study was conducted with semi-structured and unstructured interviews. Unstructured interviews were held with the NMT members and members where interviewed individually, in smaller groups or all together. These interviews consisted questions of the objectives, challenges and possible implementation models. The semi-structured interviews were arranged for the employees of the case company with several group sessions. In total 81 employees were interviewed, and the employees were asked:
1. What they believe company should measure?
2. What information they would wish to receive in order to improve their own, their departments’ or their team’s performance?
The employees were also given an opportunity to give freely comments and suggestions to the PMS. These comments were then presented to the NMT members in a group session where NMT members were interviewed how employees’ comments and answers should be acknowledged in the PMS. Even when employees were not directly asked about the implementation, their comments provided a valuable input for the case study. I.e. employees expressed a desire to have more information of other than their own business unit’s performance. This suggests that even when the main intention is to provide a tool for the case company’s national top management level, the management practices to be implemented should also consider how to communicate the PMS to lower organizational levels. The detailed descriptions of the research setting and the results of the interviews are described in the Appendix I.
7 THE CASE COMPANY’S PMS DEVELOPMENT
In this chapter the reader will be introduced to the development of the case company’s PMS.
The chapter will follow the order of the implementation process. However, the case study’s target was to form a proposal of PMS and its implementation model – Not fully implement one for the case company. The implementation processes are often lengthy as described in the chapter 4. Therefore, the conducting a full implementation in the scope of this case study wouldn’t had been possible. Furthermore, the PMS and its implementation process have been proposed to the case company but whether they do follow the proposal is unknown when the case study has been written. Nevertheless, it came early obvious that a certain implementation steps had to be conducted in order to form the proposal. It would had been impossible to form the proposal without knowing the purpose of the PMS or company’s view of critical success factors. In the beginning of the chapter reader will be introduced to those steps which were conducted during the case study which are: Defining the purpose, defining the critical success factors and defining the KPIs. Later steps are proposals based to the selected implementation process model and findings in the earlier steps.
This chapter also covers how the PMS framework was selected. The PMS implementation may start as an initiative to implement a certain model, such as BSC, which obviously guides then the implementation. However, there were not a prerequisite of the framework in this case. Thus, the selection of the framework had to be included to the implementation process. In the following paragraphs the reader will be introduced to the starting status of the PMS and why the framework was not preselected. Also, the selected framework and the implementation model are briefly described in order to make it easier for the reader to follow the process.
The case company had a clear intention to establish an NMT level PMS. There was a clear need to enhance the information sharing among the NMT members and to consolidate different units reports to a consolidated national level PMS. However, in the beginning of the process it was not clear what should be the main purpose of the PMS. Should it be used to manage the strategy implementation, or would it have a more operational perspective? Neither was a PMS framework predefined. One way to approach a PMS design and implementation would be selecting a PMS framework and then follow an implementation process suitable for the
adapt to different purposes, i.e. to a strategy implementation. Thus, the case study’s implementation process was started with defining the main purpose first and then based to the main purpose selecting a PMS framework and an implementation model for the framework.
The PMS to be implemented is based to the FPMS framework (Pekkola, et al., 2016). The process models presented by Tenhunen (Tenhunen, 2001, pp. 100-101)and Lönnqvist, et al.
(2006) have been used as an inspiration for the process model proposed for the case company.
Tenhunen’s and Lönnqvist models have been complemented by Lohman, et al’s (2004) suggestion to use existing measurements. The existing measurements already helped the NMT members to define the main purpose of the PMS. Furthermore, the existing measurements helped to identify critical perspectives from which the PMS framework could be derived.