| Performance tracking |
Performance tracking
Many organizational practices have evolved from the industrial age, the quality revolution and the information age. Today, organizations of all sizes are trying to learn and apply superior tools and techniques to become more competitive by adding greater value to customers and stakeholders.
The chief measure of competitiveness is not profit, quality or satisfaction—it is value. Value contains the component of quality; it is the foundation for profit and it leads to satisfaction and loyalty. Value also includes price and the burdens or inconvenience that one endures to utilize the product, service or the experience it produces, as well as the benefits derived.
In reality, value is the relationship of all benefits to all costs if all aspects and attributes are included. The winning production and delivery of value, therefore, is the ultimate goal of any competitive strategy.
The application of our leadership models have failed to keep pace with technology. In a sense, we are building tomorrow’s spacecraft with yesterday’s control panels. They may have the power to go to the stars and return but they do not have the support systems and integration necessary for the journey.
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