The Performance Framework is a visual tool that shows interrelationships
of key performance variables and helps leaders plan major
changes in a way that will cause minimal organizational
disruption and have maximum performance impact. It is a
versatile tool for leaders that can be used throughout the
LSS/HPO implementation. For example:
Early in the cycle, leaders use it to develop a transformation
strategy whose elements are aligned and timed for maximum
After each major stage, leaders use it to assess implementation
progress, identify potential problem areas, and develop
cohesive action plans.
In the Initiation stage, it is used to reduce resistance
to change by communicating an aligned change plan whose
elements are understood by all.
Reading the Performance
Key items to consider when reading the tool are:
- The factors in the boxes and ellipses are those factors
that leaders address to produce outputs and to influence
elements in their external environment such as competition
and customer demands.
- The three central elements in the Energizing Core provide
fuel for leaders to effectively change the six performance
factors shown in boxes.
- All the factors and Energizing Core elements in the Performance
Framework are linked, even though lines do not connect them
all. It is helpful to think of all the elements as being
in an electric “field” where all elements influence
each other in different ways at different times. Especially
strong links that are consistent are shown as interconnecting
- For a brief description of an element within the Performance
Framework, position your cursor over it.
Many other visual models, such as the McKinsey 7S framework,
attempt to explain organizational performance from the standpoint
of key variables. While these models have been useful for
explaining general organizational performance, they do not
address all the key performance factors for LSS/HPO implementations.
The Performance Framework has been developed over a period
of 15 years based on Tom Devane’s experience with over
200 companies and contains some special targeted information
especially relevant to LSS/HPOs. Some key differences from
other performance models include:
Inclusion of a Culture factor because culture
needs to be actively managed in an LSS/HPO.
- Addition of Information & Learning
because this factor influences the speed and quality of
the absorption of new ideas.
- Inclusion of a Pay for factor because
other models were mysteriously missing this important factor
that ultimately determines whether an organization lives
- Addition of a Want to factor because
without people’s being motivated—both intrinsically
and extrinsically—performance gains will not be sustainable.