The context in which executives address performance is truly selective in that one can choose to consider performance of a function or department, of a product or asset, or even of an individual. When we talk about performance optimization it is in the enterprise context that is discussed at some length. Only the CEO and executive staff sit in a position of neutral view, the all encompassing enterprise view of performance. Performance metrics from all the pieces or elements of the organization aggregate to comprise a composite view.
Performance management expert Frank Ostroff, speaking to the Association for Enterprise Information (AFEI) on the subject of “Designing and Implementing Horizontal, Collaborative Organizations to Improve Performance,” emphasized the criticality of having executives spend at least 20% of their time addressing managing change or he said “it isn't worth it.”
Well, we are not talking to people who somehow make change happen through consultation and cajoling from the outside; we are talking to you, the executive, about what you can do personally to make change happen. We are not talking about a special program; we're talking about executives asking the right questions and demanding the right data to answer them. That is the strategy, plain and simple.
The easier and faster it is for you to answer questions and make decisions, the greater your capacity to optimize enterprise performance. That is a critical element of the ...