Beyond Performance (PDF)

Foreword ix INTRODUCTION Excellence Found? Xiii Only a third of organizations both achieve and sustain excellence. Why so few? People have been working together for millennia--you'd think we'd be better at it by now. And what's the cost to business and society that we're not? PART I WHY PERFORMANCE IS NOT ENOUGH CHAPTER 1 The Big Idea: Performance and Health 3 Performance is about delivering financial results in the here and now. Health is about the ability to do it year in, year out. The two are not the same. Some companies have neither; others have just one. The ultimate competitive advantage lies in having both. But how? CHAPTER 2 The Science: Hard Facts behind the Soft Stuff 25 Health is every bit as measurable as performance. The path to health is just as clear as that to performance. The most exhaustive research ever undertaken in the field tells us so. Is a change in management accounting called for? PART II THE FIVE FRAMES CHAPTER 3 Aspire: Where Do We Want to Go? 47 Should we put more emphasis on short-term goals or long-term vision? Actually, it's the medium term that matters most. Is there a recipe for success? In fact, there are four. Discover what a lottery ticket has to do with deciding which one is right for your organization. CHAPTER 4 Assess: How Ready Are We to Go There? 77 You know where you want to go, but does your organization have the will and the skills to get there? Finding out isn't easy, but it is possible. Understand how through lessons learned from running a four-minute mile and observing disenfranchised monkeys. CHAPTER 5 Architect: What Do We Need to Do to Get There? 109 Now it's time to plan the journey to achieve your goals. Working out what to do to improve performance isn't enough--you need to decide what not to do as well. And designing the how just as thoughtfully as the what will be the key to unlocking better health. CHAPTER 6 Act: How Do We Manage the Journey? 155 Staying the course requires flexibility--adjusting as you go.

Scott Keller is a director in the Southern California office
of McKinsey & Company, and leads its transformational change
practice inthe Americas. He has published several articles on
change management and organizational behavior, as well as a book
for colleagues and clients. He holds an MBA and a BS in mechanical
engineering from the University of Notre Dame and has worked as a
manufacturing manager with Procter & Gamble and a photovoltaic
engineer for the U.S. Department of Energy. Outside McKinsey, Scott
is a cofounder of Digital Divide Data, an award-winning social
enterprise that utilizes a sustainable IT service model to benefit
some of the world's most disadvantaged people.

Colin Price is a director in McKinsey's London office,
and leads its organization practice worldwide. He has advised many
of the world's largest corporations, several national governments,
and a number of charitable institutions. His booksinclude Mergers
(with his colleague David Fubini and Maurizio Zollo of INSEAD), and
Vertical Take-Off (with Sir Richard Evans, former chairman
of British Aerospace). He holds degrees in economics, industrial
relations and psychology, and organizational behavior. He is an
associate fellow at Saïd Business School, University of
Oxford, and a visiting professor at Bath University.

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