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Improving Performance: How to Manage the White Space on the Organization Chart, Third Edition by Alan P. Brache, Geary A. Rummler

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CHAPTER SEVEN

MOVING FROM ANNUAL PROGRAMS TO SUSTAINED PERFORMANCE IMPROVEMENT

Beware, lest you lose the substance by grasping at the shadow.

—AESOP

At most large and medium-sized organizations, top managers like to embark on performance improvement programs. These programs tend to have a focal slogan, which includes terms like quality, customer service, reengineering, and teamwork. They tend to be launched with a great deal of publicity. They are initially supported by a large expenditure of resources (often cited as a symbol of significant support from top management).

Unfortunately, betterment programs frequently end up grasping at the shadow, rather than establishing an infrastructure for substantive, sustained performance improvement. To ...

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