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Published by: Stanford Business School
Originally published in: 2014
Version: 25 July 2014
Notes: This item is part of a free case collection. For terms & conditions go to www.thecasecentre.org/freecaseterms

Abstract

In 2012, software company Adobe Systems transitioned from using annual performance reviews to a system of ongoing, flexible, 'check-ins.' The check-ins involved setting and tracking expectations, ongoing feedback and coaching, and opportunities for growth. The case reviews the deficiencies in the traditional annual review system, the philosophy underlying the change, and its relationship to Adobe's corporate strategy. This case is part of the Stanford Graduate School of Business free case collection (visit www.thecasecentre.org/stanfordfreecases for more information on the collection).
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Abstract

In 2012, software company Adobe Systems transitioned from using annual performance reviews to a system of ongoing, flexible, 'check-ins.' The check-ins involved setting and tracking expectations, ongoing feedback and coaching, and opportunities for growth. The case reviews the deficiencies in the traditional annual review system, the philosophy underlying the change, and its relationship to Adobe's corporate strategy. This case is part of the Stanford Graduate School of Business free case collection (visit www.thecasecentre.org/stanfordfreecases for more information on the collection).

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