This book is about the coming revolution in performance management in global enterprises.
Throughout human history, revolutions have led to radical changes in the governments, economic systems, social structures, and even the cultural values of nation states. The American Revolution of the late 1700s, for example, achieved the political separation of the 13 colonies in North America from the British Empire and led to a new form of democracy with respect for individual rights and property at its center.
The ancient Greeks took a rather dim view of revolution, believing it to be the result of an undesirable breakdown in social values and structures. It wasn't until the Renaissance that revolution acquired a more positive image, coming to be viewed as a sometimes necessary means of achieving freedom or advancing a cause.
Regardless of whether their outcomes are positive or negative, successful revolutions always result in fundamental and often irreversible changes in the established order. The coming revolution in performance management will be no different, resulting in fundamental and very likely irreversible changes in how organizations approach organizing and providing access to information, planning and implementing performance management initiatives, and using technology to support these activities.
Perhaps the most dramatic outcome of the performance management revolution will be the ascendancy of a new management system for the global enterprise in the 21st century. This ...