Improving Performance

"All too often, it's the organization chart, not the business, that's being managed."

"An organization is only as good as its processes."

"Each of the Three Levels requires management practices that ensure that goals are current and are being achieved."

"If processes are the vehicle through which an organization produces its outputs, people are the vehicle through which processes function."

"Managers and analysts need to design an organization that enables the Goals to be met."

"Our understanding and improvement are incomplete if we don't peel the onion and examine the processes through which inputs are converted to outputs."

"Since the role of people is to make processes work, we need to make sure that their goals reflect process contributions."

"What are the questions that top managers need to answer before they can design and manage organization performance?"

"The most powerful strategy implementation tools we have found are those that help us effectively design and manage performance at the Organization, Process, and Job/Performer Levels."

"Performance improvement should never end."

"Most failures to realize the potential return on process-improvement investment arise from committing one or more of what we call the _seven deadly sins_."

"The primary tool for communicating direction, for establishing accountability, for defining roles, for allocating resources, for monitoring/evaluating performance, for linking the Three Levels, and for taking improvement action is measurement."

"An organization can go beyond Process Improvement Projects and institutionalize Process Management,."

"In effect, form should follow function."

"Evaluating training in a vacuum is a waste of time."