Performance Improvement: A Framework for Defining and Designing the Structure of Work, Part 2

Performance Improvement: A Framework for Defining and Designing the Structure of Work, Part 2
In Part 1 of this three-part series, published in their April Column, the authors discussed their theory of Value Creation Hierarchy (VCH). This month, they add the Value Creation Management System. The three components of the systemperformance planned, performance executed, and performance managed – are defined in detail and then illustrated in a series of diagrams that offer a valuable reference to all involved in performance improvement projects.

Geary Rummler

Geary Rummler

Geary Rummler is the founder and chairman of the Performance Design Lab, a Tucson-based research and consulting firm specializing in the design of performance systems for organizations in the United States and abroad. His clients have included Motorola, Ford, General Motors, Hewlett-Packard, Citibank, and Sun Microsystems. He received his MBA and Ph.D. from the University of Michigan. Geary is co-author of Training: Handbook for Professionals (1988 with G. S. Odiorne) and Improving Performance: Managing the White Space on the Organization Chart (1990, 1995, with A. P. Brache). In 2004, he published Serious Performance Consulting According to Rummler. He has published a variety of books and articles that have appeared in numerous professional and management journals and handbooks.
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