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Business Performance Assessment Program – Different is not Necessarily Wrong

StrategyDriven Business Performance Assessment Program Principle ArticlePeople naturally take pride and ownership of their work. This pride drives them to believe their approach is the right or, at least, the best method for performing the activity; often closing off any consideration of other methods.


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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.

Evaluation and Control Program – Essential Organizational Behaviors

StrategyDriven Evaluation and Control Program Principle ArticleEffective evaluation and control programs rely on a set of underlying behaviors promoting continuous performance improvement. While positionally dependent, these behaviors foster the continuous identification and resolution of performance improvement opportunities and shortfalls.


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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.

Evaluation and Control Warning Flag 2 – Absence of Evidence as Evidence of Absence

StrategyDriven Evaluation and Control Warning FlagWhen examining organizational performance, assessors too often fall into the trap of concluding that the absence of adverse outcomes indicates a lack of underlying performance issues. This is an evidential fallacy. Many organizational shortfalls exist without causing consequential outcomes for reasons of redundant barrier prevention, lack of recognition, or simply blind dumb luck. The lack of a noticeable consequence does not necessarily equate to an absence of an issue; it simply means that the problem itself, up until the point of examination, has not manifested itself in a substantial outcome.


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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 – The Horizontal Cut Approach

An organization’s limited personnel resources necessitates that its business performance assessments be performed in the most efficient manner possible. While at times there may be the need for an in-depth end-to-end process review, at other times it will be appropriate to examine performance of a specific task or activities by numerous performers from across the organization. On these occasions, the horizontal cut assessment approach is most appropriate.


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Business Performance Assessment Program – The Vertical Slice Assessment Approach

All company functions are constrained by limited resources. As such, it is impossible for an organization to self assess every activity it performs. Therefore, business performance assessments need to be executed in a way that identifies the significant improvement opportunities at the lowest possible cost. One such approach is to do a thorough end-to-end review of a few occurrences of high value process.


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Additional Information

An illustration of how data is effective merged from various sources to identify performance issues is presented within the StrategyDriven Information Development Model.