That's because it will help get views into the program that insiders will be forced to address. That can help breakdown some of the internal and self-serving hype that can emerge, especially with the more unquantifiable type KPIs.
On the other hand, some outside stakeholders may have an agenda irreconcilable with the Shell Group's vision or they are simply intransigent on some issues. Shell Group will need to rely on having competent evaluators of inputs to deal with difficult external stakeholders that carry strong image-harming possibilities to itself.
But the strength of such KPIs is that the Shell Group will be better aware of external stakeholders' perceptions of its actions -- and, thus, have an opportunity to alleviate unnecessary misunderstandings too.
References
Jane Wei-Skillern, (Rev. July 6, 2004) case study presentation: Sustainable Development at Shell (A) published in Harvard Business School Publishing Co., Boston, MA, http://hbsp.harvard.edu / retrievable at
The Key Performance Indicator (KPI) program supports the Sustainable Development Management Framework (SDMF). The purpose of SDMF is to make sure that economic, environmental and social considerations are integrated in decisions on all Shell Group's actions. SMDF was created in response to two Shell Group business engagements - in the Brent...
They need to know what their responsibilities are not only as individuals but also as team members and corporate employees. David cites an excerpt from a corporate security document that illustrates his point: "A security policy serves many functions. It is a central document that describes in detail acceptable network activity and penalties for misuse. A security policy also provides a forum for identifying and clarifying security goals and
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