A Common Frame For Specifying the Unique and Common Enablers

My newest book: Management Areas of Performance

…is intended to help an Enterprise use a common template for systemically and systematically defining their process performance requirements.

The framework/template model is based on dozens and dozens of “applications” including over 20 client project applications by myself alone. The model is a derivative of a model developed and used by my former business partner (1982-1997) Ray Svenson in our consulting business. At one point in the mid-1980s I inherited it for several of our Instructional Systems Design client projects. So I played with the model and adapted it a bit.

Those who look closely at the cover of my book: T&D Systems View – will see that it is essentially the same model, although the “Communications” AoP has been moved into the Support tier.

Isn’t it true for all “learners/Performers” that their efforts, individually or as a team, have customers (internal or eternal) and other stakeholders?

If the customer wants you to break the law/bend the rules…aren’t there are “other stakeholders” whose requirements/desires are higher in the decision-making/trade-off process? And that they should win even if the customer loses?

Example: If you break the law to serve the customer and the two owners pay a stiff fine AND both also go to jail…do customer requirements outweigh the requirements/desires of those stakeholders? Who wins in that one?

The truth is, at least in my view, that there is typically a fairly stable hierarchy of stakeholders for every Enterprise’s key “value chains” and the customer is never on the top…king of the hill. Get that specific hierarchy down for your Enterprise and then communicate it widely.

If one of your critical processes is predicted to “go out of control” and there are tough decisions to be made about “shutting down and addressing the problem” AND “missing important ship dates with financial penalties” how are you going to want that looked at?


Joe Sener, VP of Business Excellence at Baxter International, and a Six Sigma Black Belt, and a former Baldrige Examiner…who also wrote the Foreword…wrote in his early review of this book…

I like the model. It will help organizations on several levels:

  • Clarity of what should be the responsibility of each level of management
    in the organization.
  • The recognition that different individuals will be better at some of
    these AoP’s than at others — and that is not only OK but that diversity
    adds strength to the organization.
  • A detailed description of the skills required of each role at the
    individual contributor line as well as an assay of those skills at the
    organizational level.
  • A recognition of the time required at the Management Support level which
    is seldom, if ever budgeted for by the organization but is just assumed
    that we will find the time for it. I believe that upwards of 40% of my
    time is spent just managing Human Assets.

Review your Enterprise Competency Model. Compare it to the M-AoP framework. Is yours specific enough to drive you to improved and sustained process excellence? Does it link with proven models such as the Baldrige?


In Joe Sener’s Foreword he links the model in my book with the Baldrige…

Since 1988 the Department of Commerce has been presenting the Malcolm Baldrige National Quality Award to the Best-of-the-Best American companies, schools, and now hospitals. These organizations all follow the same business model, a model built on demonstrated best practices from the most successful organizations in the country.

The Baldrige model calls for a detailed understanding of the needs of your customers (Customer Relationship Management), translating them into the language of the organization (Strategic Planning and Management), building organization tactics for deploying the strategy (Operations Planning and Management), developing performance improvement tactics and measures (Results Measurement Planning and Management and Process Improvement Planning and Management).

If this sounds familiar to you, then maybe you have spent some time inside a Baldrige company or maybe you have already read the Table of Contents of Management Areas of Performance. This book clearly lays out an approach to describe the Areas of Performance required to deploy the leadership model and strategies of your organization.

To those performance technology specialists in the crowd, you may have been trying to find more effective ways to contribute to the success of your company. Here is a roadmap that clearly ties with one of the most effective business models in use today.

Guy Wallace has assembled a rock solid approach to analyze the core competencies of the leadership team to determine the gap between those skills necessary to deploy the strategies and the current state. From this position the organization can define clear strategies for closing those gaps and better aligning the leadership team and leadership system with the future of the company.


The model of Management Areas of Performance as a general framework ought to help HR/Learning leadership quickly assess their Training/ Learning/ Knowledge Management “offerings” AND see the potential for common content to address common processes up-and-down and across the Enterprise – and – to address unique content needs for unique processes.

Later they can use the model to help their internal customers and stakeholders specify and clarify their processes and the enablers needed to operate them to peak performance levels. Or to adapt the systems in place to better enabler them.

Including taking unclear, messy and problematic processes and get them into enough control. And then addressing the critical processes with Formal Learning “before and/or during” their need in the workflow.

The book is available as a free PDF at www.eppic.biz

Plus there are also 4 Podcasts available for FREE to talk you through the book, and the 3 level model; and after listening to each, you can use the book as the personalized workbook it is intended to be without having to read through each section.

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