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Performance Consulting, 3rd Edition by Dana Gaines Robinson, James C. Robinson, Jack J. Phillips, Patricia Pulliam Phillips

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9

Alignment and Measurement Model

What gets measured, gets managed.

—Peter Drucker

As stated previously, we define performance consulting as a strategic process that produces business results by maximizing performance of people and organizations. On too many occasions we have observed situations where performance consultants complete the front-end analysis, identify gaps and causes, and move ahead with solutions, but with no intent to measure results. Their plan: to employ a “we’ll know it when we see it” approach. In other words, perception is the barometer used. This means that while the costs of the initiative are known, the specific benefits are uncertain. Clearly this leaves performance consultants in a vulnerable position, enabling clients ...

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