PLANNING TO EVOLVE
We won't really be able to learn from experience, according to Chapter Five, unless we use operating results to test our key strategic assumptions. This chapter takes that idea one step further and projects it into the future. It argues that our organizations won't sustain growth unless we use the pattern of gaps in our performance results to review strategy and revise tactics continuously. It's the strongest claim in the book.
The first section of this chapter illustrates why the pattern— and especially the variability—of gaps in performance results is so important for managing growth and risk. That pattern compresses your organization's performance experience into three numbers. The variability in your execution gaps reveals ...