ABSTRACT
Conducting programs for reasons other than clearly identified performance gaps and improvement needs is wasteful and frustrating. It takes organizations, teams, and people in the wrong direction.
One of the most difficult questions to answer during diagnosis concerns the scope of change that is needed. The question is: how many areas of the organization need improvement? The Organizational Success Model introduced in an early chapter divides success into two basic dimensions: (1) clearly defined strategy and (2) effective and efficient operations. Here are the kinds of questions organizational leaders need to ask in deciding the scope and nature of the performance improvements they need to make.
