Managing, and improving, performance definitely ranks high in the task and responsibility list of top management.
Today, wherever you go, top management offices are bent on introducing Key Performance Indicators - or ‘KPIs’ - in all colors and forms across whole companies, down to individual KPIs on which performance assessments of employees shall be based.
Even the good old 'balanced scorecard', instead of slowly being laid to a well-earned rest, is experiencing a revival.
Well, these tools  – combined with luck— would be adequate if the task was limited to forecasting, but for performance management or improvement they are hopelessly inept.
This paper takes a completely new look at performance, performance management and measurement.
We are proposing a complete departure from the current popular approach and will outline an approach that leads to far superior actual performance