And The Link To My TDSV Model
As I see it.
BTW – I know Dean from his years of involvement at NSPI/ISPI – and his books reflects what I would expect from someone from back in the day from that group.
As I started reading this great book, I immediately saw links to my TDSV model, in my 2001 book T&D Systems View.
Measurement of “measurement targets” identifies the benefits for costs of the current state, status quo, and the potential improvement and the actual results (returns) for any improvement undertaken.
What I liked about Dean’s book is his focus on Performance of course, and his view that Measurement and Measurement Refinement is a Social Process requiring dialogue and not debate.
That Measurement requires an organizational culture – of a Learning Organization – and not of a Retribution Organization (my words). That too requires a transformation.
These next slides are from Dean’s presentation on this topic – see the link at the end of this post.
Dialogue is required at each step…
Traditional Measures will not transform or improve…
This is the responsibility of the Enterprise Leadership – the CEO – and to insure a cross organization optimization – versus a potential functional sub-optimization – it may require that it be everyone’s duty but should be led by a CMO – Chief Measurement Officer.
I highly recommend this book if you are interested in establishing performance measures in your Enterprise and need more than the typical, vanity measures so prevalent in organizations today!
Transforming Performance Measurement Table of Contents
PART ONE THE FUNDAMENTALS
Chapter 1: Why Measurement Is So Powerful
Chapter 2: When Measurement Goes Bad
Chapter 3: Why Measurement Goes Bad
Chapter 4: Beginning the Transformation
Chapter 5: Creating A Positive Context of Measurement
Chapter 6: The Focus of Measurement
Chapter 7: The Integration of Measurement
Chapter 8: The Interactivity of Measurement
PART TWO ADVANCED TOPICS
Chapter 9: Measurement Leadership
Chapter 10: Learning About and from Measurement
Chapter 11: The Uses and Abuses of Measurement Technology
Chapter 12: Performance Measurement Maturity
Chapter 13: Transformational Measurement: Now Is the Time to Take Action
Chapter 14: Transformational Measurement Action Plans (TMAPs)
Epilogue: How to Begin Transformational Measurement in Your Organization
The Need for Measurement Leadership
TDSV – T&D Systems View
This is my model for trying to diagnose problems/opportunities within a T&D – or – L&D Function. There are 47 processes within 12 sub-systems in the model.
T&D or L&D … it’s more than just your version (or aversion) to A-D-D-I-E.
3 O’clock: T&D Cost/Benefits Measurement System
3.1 Cost/Benefits Measurement System Design and Deployment Process
3.2 Ongoing Cost/Benefits Measurement and Feedback Receiving Process
3.3 T&D Project Lessons Learned Process
3.4 Results Reporting and Archiving Process
Dean’s book fits in with both 3.1 and 3.2 in my view. But a case can easily be made that it covers all 4 areas – as my book frames them. Your view, of course, may differ.
Here is a link to a Past Post on this part of my model – here.
Back to Dean…
Dr. Dean Spitzer is widely acknowledged as one of the world’s leading authorities on performance measurement and management. His latest book “Transforming Performance Measurement” has been hailed as a ‘breakthrough,’ ‘a masterpiece,’ and ‘the most important book ever written about performance measurement.’ Dr. Spitzer’s advice and counsel is sought by companies and government agencies throughout the world. During his distinguished career, he has helped more than 100 organizations on five continents improve their performance.
Dr. Spitzer’s client list reads like a Who’s Who of outstanding companies and government agencies. He has been a leader and internal change agent in the private and public sectors, a professor at 5 universities, the author of 8 books and over 200 articles and book chapters, and a keynote and featured presenter at more than 100 conferences. Dr. Spitzer has received many honors for his significant professional contributions, including being selected as a Fellow of the Advanced Performance Institute and receiving two President’s Awards from the International Society for Performance Improvement. He earned his Ph.D. degree from the University of Southern California and his M.A. from Northwestern University and pursued both undergraduate and graduate studies at the London School of Economics.
Again, I’ve known Dean for around 30 years through my involvement with NSPI/ISPI – the International Society for Performance Improvement – www.ispi.org
This is a great book – and if you are concerned with measurement you should check it out further!
To Order the Book
Available as a Kindle and hardcover.
For ordering from Amazon, please go – here.
And to see his slideshow on this, please go – here.
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