It’s Not About Learning – It’s About Performance Competence

As I’ve written before…

It’s Not About Learning…It’s About Performance Competence.

Which to me is: the ability – to Perform Tasks – to Produce Outputs – to Meet Stakeholder Requirements.

My diagram of the Enablers of Process Performance breakdown the enablers into two groups.

One colleague thought it a variation of Tom Gilbert’s Six Box Model for Engineering Worthy Behavior…a model from the 1970s.

Nope. My model is a variation of the Ishikawa Diagram from the 1950s. Which I had first learned about at Motorola in the early 1980s.

Coming into any process are a varied set of things…such as stakeholder requirements for both the process AND the products of the Process. Or the Processes. Or of all of them across the Enterprise.


In my Big Picture of Enterprise Process Performance Improvement model…I attempt to diagram the key things regarding improvement of process.

That Processes exist within an Enterprise Framework at varying levels of the Enterprise. And can follow a WBS – Work Breakdown Structure – as an approach to examine all of the processes at varying levels – and to come to a better understanding of ALL the enabler requirements – and then how well the Enterprise is doing in currently meeting those requirements.

If the process has been designed to meet the balanced Requirements AND some of the Desires of the customers…then it needs to be resourced with people stuff and non-people stuff…stuff being assets with varying attributes.

That Performance Models are “more” when it comes to articulating Processes than Process Maps. And then those can be used to “inform” assessment of the provisioning systems/processes, both internal to and external to, the Enterprise, in meeting those needs.

If you ever thought about outsourcing some part of the Enterprise, you’d minimally want your new partner to understand the specifics of the needs of the various part of the Enterprise to be served by the new “supplier.”

And that the Enablers “required” by the Process/Processes/Enterprise and even by Society at large, are driven by varied Stakeholder Requirements (and desires) of a varied set of Stakeholders.

And that Customers, themselves typically a varied set of one type of Stakeholders, ARE NOT THE KINGS/QUEENS when it comes to Stakeholders…the Governments are. And then the Owners. And the owners “proxies” when it comes to shared fiduciary responsibilities.

For more on this and many other topics see the Resources in the Resource Tab at

There are many free Articles and Presentations and Podcasts and Newsletters available – from over 25 years of my consulting experience and engagements with 44 Fortune 500 firms and many others, since 1982 when I left Motorola’s Training & Education Center! And my learnings from both Wickes Lumber (1979-1981) and MTEC (1981-1982).


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