Performance Systems Should Change Behaviour Before They Judge Results
Why leaders should design performance systems to shape better decisions and behaviour before results become difficult to change.
Decision-grade perspectives across AI, strategy, projects, operations, engineering, leadership, governance and transformation.
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Why leaders should design performance systems to shape better decisions and behaviour before results become difficult to change.
What historical CEO performance research reveals about incentives, long-term value creation and the strategic consequences of measuring the wrong horizon.
Workforce dashboards grow because adding a measure is easy and retiring one is political. Measurement is a portfolio with a cost, and most decides nothing.
Feedback systems are activated by intensity, so the quiet middle of your customer base produces no work item, no owner and no action — a choice nobody made.