Recent events have forced organisations to examine the fundamentals of their future success. Companies are re-assessing their business models, product strategies and routes to market, and consequently their definitions of performance and success. Additionally, new ways of working now challenge some of the traditional approaches to performance assessment.
This research update investigates whether changing business models and objectives are affecting the definition of performance and performance culture and provides a snapshot of current work in this space, including case studies from CRF member organisations who have rethought their performance approaches.
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