Improving Performance is recognized as the book that launched the Process Improvement revolution. It was the first such approach to bridge the gap between organization strategy and the individual. Which is more important- your people, or your processes? Over the long haul, even strong people can't compensate for a weak process. Sure, some occasional success may come from team or individual heroics. But if you pit a good performer against a bad process, the process will win almost every time. The expanded and revised third edition of Improving Performance provides step-by-step detailed instruction on how to apply the Rummler-Brache methodology to reconstruct processes so they boost rather than impede productivity. Praise for Improving Performance "Tower's ability to grow from a startup in 1990 to one of the fifty largest property/casualty insurance writers in the United States was the result of combining clear, strategic goals and effective process design and execution. Rummler and Brache's Improving Performance, specifically the Nine Performance Variables, provided a comprehensive framework to help Tower deliver on the commitment to growth and allow us to serve the needs of agents, insureds, and employees." -Michael H. Lee, president and chief executive officer, Tower Group Companies "Times change. People conceive new products and services. Organizations shift to dramatically different business models. But what doesn't change is that managers and executives still rely on processes to conduct their business . . . . Improving Performance remains the sacred text on process design, and this new edition offers state-of-the-art insights to make sure your processes are sleek and strong." -Price Pritchett, Ph.D., chairman and chief executive officer, PRITCHETT, L