R&D Performance Management

  • Top-down KPI breakdown ensures the realization of the company's strategic goals

    The company’s performance management must be top-down. The company’s board of directors gives performance indicators to the operations management, the indicators then are assigned to the R&D, marketing, supply chain and other departments. R&D indicators are passed down through the hierarchy to project managers, department managers and employees. There should be strong correlations between indicators to ensure that the entire company’s overall performance goal is achieved.
  • Break down the project’s KPIs by using a balanced scorecard approach to ensure balanced building of the organization;

    R&D performance management must be based on the company's strategic goals to strike a balance between long-term and short-term interests. The project team’s KPIs should be broken down by using a balanced scorecard approach. Achieve balanced building of the R&D team through finance, client satisfaction, internal business operations and learning and growth of the entire organization
    R&D KPIs should be quantified as much as possible, but we shall not seek absolute quantification and need to take into account the overall administrative costs. Form the company’s process capability baseline through quantitative indicators.
  • Build a high-performing R&D team through employees’ commitment to personal performance

    "People do what you inspect, not what you expect"
    ——Louis V. Gerstner former IBM CEO
    R&D personnel shall make commitment to their personal performance according to the requirements of the specialized departments they are in, the requirements of the projects they participate in and their personnel development planning. Performance commitment must be top-down. Ensure that everyone is committed to improving their performance each year and create a high-performing R&D team through rigorous assessment and mandatory ranking.