ABSTRACT
Excellence models generally have a distinct focus on results, where results may be regarded as a composition of performance and impacts. Performance is generally associated with consequences that are directly strategy-driven and consciously anticipated, although the specific performance level attained may not be at the desired levels. Impacts may or may not be central to enterprise strategy and may be only at the periphery of enterprise consciousness. Further, impacts may be either positive or negative, intended or unintentional.
