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Business Performance Assessment Program Best Practice 15 – Large Group Closeout Briefings

StrategyDriven Business Performance Assessment Program Best Practice ArticleAn effective business performance assessment program does more than simply identify performance improvement opportunities. Highly effective programs reinforce management’s commitment to and fosters a culture of continuous performance improvement among all organizational members. To achieve this, these programs must be inclusive of as a many individuals as possible throughout the assessment process; engaging personnel – from the C-Suite to the shop floor – in interviews, on assessment teams, and at the final closeout briefings.


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About the Author

Nathan Ives, StrategyDriven Principal is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.

Management Observation Program Best Practice 16 – Don’t Tolerate Substandard Observations

StrategyDriven Management Observation Program Best Practice ArticlePeople, processes, and technologies are not perfect. And if they were, you’d still have something to write about.


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About the Author

Nathan Ives, StrategyDriven Principal is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.

Corrective Action Program Best Practice 1 – One Program

StrategyDriven Corrective Action Program Article | Corrective Action Program Best Practice 1 - One ProgramImprovement opportunities abound; ranging from everyday failures and performance enhancements to strategic acquisitions and marketplace openings. While these opportunities may represent some value to the organization, each requires different resources in varying quantities and offers a unique and unequal return on investment. Consequently, it is important to evaluate the urgency and need of these items collectively when determining which improvements to pursue. Employing a single repository within which all of the organization’s opportunities are collected facilitates these ongoing evaluations.


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About the Author

Nathan Ives, StrategyDriven Principal is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.

Corrective Action Program – Condition Report Prioritization

StrategyDriven Corrective Action Program ArticleCentral to the proper functioning of a corrective action program is the appropriate prioritization of reported issues. Assigned significance levels reveal the impact of the occurrence and drive the urgency of resolution, including the type of causal analysis to be performed. Furthermore, significance levels support problem reporting, performance trending, and common/recurring issue identification.


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About the Author

Nathan Ives, StrategyDriven Principal is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.

Business Performance Assessment Program Warning Flag 5 – Identifying Mostly Strengths

StrategyDriven Business Performance Assessment Program Warning Flag ArticleAll organizations, including the best of the best, have room for improvement and those not improving inevitably find themselves falling behind competitors. Self-critical evaluations are therefore critical to achieving continuous performance improvement and remaining competitive. Evaluations identifying mostly strengths offer little opportunity for organizational growth.


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About the Author

Nathan Ives, StrategyDriven Principal is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.