This book demonstrates in detail why annual performance appraisals might still work in
hierarchical environments but largely fail in agile ones. The annual performance appraisal is
one of the world's most widely used management tools. For many years it was indeed seen as a
pre-requisite for successful leadership and professional management. While most managers and
employees have always been sceptical in this respect those at a strategic level are now also
realising it causes more harm than good and a growing number of leading companies have
similarly abolished this approach. One key reason lies in the changing working world and the
quest for greater organisational agility. Companies are moving away from rigid structuring. The
arguments are presented objectively but with practical relevance coherently illustrating the
available alternatives for achieving what annual performance appraisals largely have not.
