A VETERAN OWNED SMALL BUSINESS | Call or text now for a FREE consultation: +1 (770) 765-3692 | 
Business Performance Assessment Program Best Practice 3 – Avoid Using Absolutes
Evaluators performing business performance assessments often find themselves awash in data suggesting their company’s performance significant lags that of competitors and top industry performers. Evidence suggesting the need to improve may be so plentiful that the self assessors come to believe immediate reforms must be made if to only ensure the continued viability of their organization.
Hi there! Gain access to this article with a StrategyDriven Insights Library – Total Access subscription or buy access to the article itself.
| Subscribe to the StrategyDriven Insights Library
Sign-up now for your StrategyDriven Insights Library – Total Access subscription for as low as $15 / month (paid annually). Not sure? Click here to learn more. |
Buy the Article
Don’t need a subscription? Buy access to Business Performance Assessment Program Best Practice 3 – Avoid Using Absolutes for just $2! |
“Midshipmen will not lie, cheat, or steal, nor will they mislead or deceive anyone as to known facts. A midshipman will be truthful, trustworthy, honest and forthright at all times and under all circumstances.
Solutions addressing today’s multifaceted business challenges and opportunities can be extremely difficult to recognize; the ever increasing pace of change within the business environment further complicating this problem. In order to successfully deal with this challenge, decision-makers need the support of people and tools to help them distill large quantities of data, recognize important business trends, discount temporary fads, and translate their findings into meaningful organizational activities. Because no one analysis perspective will adequately account for all of the important nuances associated with a complex problem, multidiscipline teams and diverse tools should be employed to establish a complete picture organizational performance and environmental conditions. Use of a diverse set of models during the strategic analysis process helps create this needed picture.*
Karen K. Juliano is StrategyDriven‘s Editor-in-Chief and Director of Communications and Marketing. Prior to joining the StrategyDriven team, she helped produce weekly programming for a Public Access Television station and served as a production assistant in the public affairs office at United States Naval Base, Philadelphia. To read Karen’s complete biography, 
Today's businesses operate in complex, multidimensional environments and often execute highly dynamic and interrelated processes. Evaluating these circumstances collectively requires a breadth and depth of knowledge not likely to be possessed by a single individual.
Business Programs