Before a meaningful discussion can be had about any management improvement methodology, there should ideally be sufficient agreement that the methodology is valid and useful rather than being another short-lived fad or fashion. Let's put the test to performance management. Is it really being applied or just talked about - and will it be lasting?

The first thing we need to appreciate is that performance management is not a new management methodology that everyone has to learn, but rather it is a broad assemblage and integration of existing improvement methodologies that managers and employee teams are already familiar with. And most organizations have already begun to implement some of the performance management portfolio of methodologies. The problem is organizations have been implementing their improvement programs in silo-like isolation in relation to each other: a Six Sigma program here, a CRM project there. It is as if managers live in parallel universes. Performance management takes a much broader view. Performance management is more than just strategy, planning and finance with an emphasis on measurements.

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