A Management Model for Reaching Shared Objectives

Jusek used performance management to create stronger alignment around what mattered most. By focusing their efforts and setting up cross-functional analysis groups, they exceeded their prioritized objectives by 3%.

By working closely with Jusek’s leadership and employees, we ensured that performance management became an integrated part of their operations.

Johannes Ingerby, Corporate Performance Management Expert
TIC

The Challenge

Strengthening Strategic Focus

Jusek is a professional association representing lawyers, economists, system scientists, HR professionals, communicators, and social scientists. Its mission is to strengthen its members’ competitiveness throughout their careers.

In 2014, Jusek’s leadership team decided to sharpen the organization’s internal focus to better support members in a changing labor market. The goal was to create more alignment and engagement around key strategic priorities. To do that, they needed a structured way to steer, follow up, and make decisions based on what mattered most.

The Information Company partnered with Jusek to embed performance management into their planning and follow-up processes. Together, we defined strategic objectives and key metrics that reflected the long-term direction of the organization.

To ensure the metrics were meaningful and actionable, they were clearly defined, tested with real data, and presented in a way that made them easy to understand and act on. The visualizations helped communicate both what was important and how the organization was performing.

To support decision-making, the project also focused on building internal capacity for analysis. Dedicated teams received guidance and support in conducting root cause analysis and making recommendations — ensuring that performance management didn’t just track progress but actually led to informed action.

THe Solution

Actionable Insights Through Analysis

The Results

Focus, Engagement, and Measurable Progress

Jusek created stronger alignment and focus across the organization. Analysis groups were established around three core objectives: recruitment of working professionals, member loyalty, and student recruitment.These teams brought together people from across the organization to make well-informed, data-driven decisions.

As a result, Jusek not only improved its way of working — it also exceeded its prioritized objectives by 3%. And perhaps even more importantly, performance management became a natural part of how the organization drives progress.