turn strategy into everyone's scorecard

a strategic performance management office runs your whole performance process as an operating rhythm: goals cascaded, check-ins continuous, calibration on time, every cycle. entomo builds the office and powers it.

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the challenge today

your performance reviews today inspire almost no one

where no office owns the process, every cycle is improvised: templates change, deadlines slip, calibration becomes negotiation, and the scorecards say more about who wrote them than who performed.

the moment

without an office

with the office running

goal season

templates emailed out. half come back. targets copy last year's.

goals cascade from the corporate scorecard to every team and person, on the platform, with AI-suggested KPIs per role.

mid-year

silence. problems surface in month eleven, too late to fix.

check-ins and coach-ins run all year; the office watches progress live and intervenes while it still matters.

calibration

a week of meetings about ratings nobody fully trusts.

multi-stage calibration on real distribution data, with 360 feedback linked to the same scorecards.

year end

reviews written from memory, rewards argued from anecdote.

evidence-based reviews assembled from the year's record; merit decisions the office can defend line by line.

one office, one operating rhythm

the office owns the cycle end to end. the platform is its instrument panel.

quarter one

cascade

strategy map to balanced scorecards: enterprise to unit to individual, corporate banking to back office, every team on the same architecture.

all year

coach

check-ins, coach-ins, and nudges keep goals moving; managers see progress without asking for reports.

mid-cycle

calibrate

360 feedback and distribution-aware calibration keep ratings honest before they harden into decisions.

year end

reward & reset

merit tied to measured outcomes, lessons folded into next year's cascade. the cycle turns without a restart.

↻ the rhythm repeats, and each cycle starts from the record of the last one

two offices, forty-five hundred scorecards, one pattern

public listed bank · Indonesia

5,000+employees onboarded

91%adoption in 2 months

a strategic performance management office now runs the bank's entire process: balanced scorecards and 360 reviews across corporate banking, consumer banking, and the back office, moved off paper and spreadsheets in one program.

mining group · Indonesia

3,000+employees, blue-collar included

90%adoption rate

the office was built as the foundation of a high-performance organization: appraisals became a comprehensive performance system, goals aligned from enterprise to individual, and a performance culture that reached the mine floor, not just the head office.

entomo's system has helped us efficiently execute the company's strategy at every level of the organisation through effective goal alignment and comprehensive performance measurement. Corporate Strategic Performance Management Department Head, multinational manufacturer

what process owners want to know

who staffs the office, you or us?

Yours, deliberately. entomo's advisory practice designs the office and trains its team, including change management for the shift off paper and spreadsheets, then hands the rhythm over. The mining client above kept running it as their own high-performance program.

our goal frameworks differ by division. does that break the cascade?

No. The platform is framework-agnostic: KPI, OKR, balanced scorecard, or a fit-to-purpose blend per division, cascading through one architecture. The bank ran corporate, consumer, and support goals in the same office.

how fast does adoption really happen?

The bank reached 91% adoption inside two months across 5,000 people. What moves the number is the office plus the rhythm: when goals, check-ins, and reviews all live in one place, using the platform stops being an extra task.

is this the same as the enterprise performance management office?

They're siblings. The enterprise office keeps KPIs continuously aligned to strategy; the strategic office runs the performance process itself. Start where your pain is sharper. see the enterprise performance management office →

give performance a process owner

the platform behind millions of users and Forrester-validated outcomes, with an advisory practice that builds the office around it.

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