From their best seller Improving Performance: How to Manage the White Space on the Organization Chart, Rummler-Brache Process Improvement Methodology draws inspiration from Gilbert’s Behavioral Engineering Model and its understanding of the interdependency of performance and the environment.
According to Rummler-Brache Process Improvement Methodology:
- Addresses performance in a comprehensive, rather than “piecemeal” fashion.
- Focuses on the 9-variables that represent management’s performance improvement levers.
- Presents tools rather than mere theory or model of performance.
- Demystifies the connection between human performance and organizational performance.
- Provides a basis for optimism: the challenge can be met.
The Rummler-Brache Process Improvement Methodology is comprised of three levels of performance; organizational, process and job/performer; and three performance dimensions; goals, design and management. This model forms nine variables in a structured manner, examining human performance in an organizational system.
- The Three Levels of Performance: Consists of monitoring performance at Job/Performer level, Process Level and Organizational level. These three levels are intricately depended on each other. Any change in strategy will result in change in process and which in turn will change the job responsibilities at the person level. Failure to successfully link the person-process-organization will result in poor performance.
- The Three Performance Dimensions: The three performance dimensions are goals, design, and management. It is important to have job/performer linked to clear goals, similarly it is important to have goals defined for the process as well as the organization. Apart from having clear goals, it is very important to have robust design at each level. A process which is robust in design is able to operate efficiently under various conditions. Designing processes which are robust, scalable and reliable is very important in order to avoid making the process “person-dependent” on one hand and to build an organization which can withstand the pressures of constantly changing business environment on the other hand. Having good management at all the levels ensures that the organization is able to thrive and withstand challenging situations in business environment.
Rummler-Brache Process Improvement Methodology link the three levels and three dimensions to form the “nine boxes model.”
| Goals | Design | Management | |
| Organization | Strategy, operating plans, and metrics. | Organization structure and overall business model. | Performance review practices and management culture. |
| Process | Customer and business requirements. | Process design, systems design, and workspace design. | Process ownership, process management, and continuous improvement. |
| Performer | Job specifications, performance metrics, and individual development plans. | Job roles and responsibilities, skill requirements, procedures, tools, and training. | Performance feedback, consequences, coaching, and support. |
Each performance need varies in its purpose with the goal focusing on creating clear goals at each performance level to ensure desired outcomes. The design focuses on raising the efficiency to the maximum. Management focuses on establishing a strong system to support and react to changes. The three performance level focus on different aspects of an organization. The first level organization is the major functions of the organization. The second level process is the workflow of the organization and the output that comes from it, such as a services or goods. The last level job/performer is the focuses on the individual that actually works the process. The result of the cross section focuses on different parts of an organization.
- Organization and Goal – Strategies, operation plans, parameters.
- Organization and Design – Improvements in the organization and business model.
- Organization and Management – Review in management culture and practices.
- Process and Goal – Needs for organization to provide for itself and the customers.
- Process and Design – Designing of the processes, workspace, systems to achieve goals.
- Process and Management – Improvements in the processes and management involvement.
- Performer and Goal – Development plans and performance parameters.
- Performer and Design – Roles and responsibilities, training, tools, and knowledge requirement.
- Performer and Management – Feedback, coaching, and support.
“The nine questions in our matrix, when properly addressed, can help a business transition from a collection of functional silos into one efficient “process-managed organization.” (Rummler and Brache)