ABSTRACT
During Phase IV, the subcommittees prepared individual transformation plans for the Key Performance Driver (KPD) vision statements. These plans were reviewed and approved by the Steering Committee. Now, reality has set in because there is a limited amount of resources that can be devoted to the Performance Acceleration Management (PAM) process. As much as the organization may want to improve and change, it still has to maintain its normal activities because today’s processes are the ones that fund the desired transformations. It should be obvious to everyone by now that, although performance acceleration should free up resources, these resources will soon be absorbed based on the increased sales that should result from the PAM methodology. As a result, the organization will not be able to implement all of the positive changes that the subcommittee has identified during the first year. In truth, it could be very detrimental to the organization to overextend itself by taking on too many change projects at the same time. One of the biggest problems that we have faced in preparing PAM plans for our clients is that, by Phase V, the management team has become so committed to initiating these performance improvement approaches that they want to do them all at once, thereby overcommitting
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the organization. Taking on too many change activities at the same time is the biggest mistake an organization can make.
