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Business Performance Assessment Program – Use of Experience

StrategyDriven Business Performance Assessment Program Principles ArticleRigorous self assessments rely not only on observable, quantifiable facts but also on the experience of those conducting and participating in the assessments. When properly applied experience accelerates issue identification and deepens contributed insights.  
 
 
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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.

Evaluation and Control Program Warning Flag 1 – The Illusion of Accuracy

Evaluation and control programs provide executives and managers with the critical information they need to make effective business decisions. However, an equally critical component of the decision-making process is the understanding that no data-set is a perfect reflection of reality.

 
 
 
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Business Performance Assessment Program Warning Flag 1 – Inwardly Focused Performance Assessments

StrategyDriven Business Performance Assessment Program Warning Flag ArticleOften practiced, it can be highly misleading to base the organization’s performance standards relative only to internally identified best practice methods and characteristics. While at times the organization’s performance does represent the highest standard, it is more likely that individual activities are performed more effectively and efficiently by other organizations, particularly those seeking to improve performance in an effort to compete with perceived industry leaders. Top performers recognize this trap and augment their internal search for effective performance with an outward examination of other relevant businesses.


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Additional Information

The following StrategyDriven recommended best practice is designed to support introduction of external performance information to the business performance assessment process:

Business Performance Assessment Program Best Practice 2 – Multidiscipline Teams

StrategyDriven Business Performance Assessment Program Best Practice ArticleComplex business processes often involve many of the functional business units within an organization. Regardless of the process specifics, it is unlikely a single individual will possess the broad range of knowledge and experience needed to fully understand the influences and impacts each functional contributor has on the process's overall outcomes.  
 
 
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