This Guest paper was submitted for publication and is copyright to Mark A. Seely© 2016.
Published here May 2017

PART 4 | Editor's Note & Table of Contents
Chapter 11: Dynamic Baseline Model (DBM) Implementation
Establishing a Realistic Performance Expectation | Managing Performance at each Level - Section 1
Level  4: Enter the Challenge of Risk | Bringing it to Ground | Measuring Performance at each Level
Seeking Opportunities for Improvement  | Chapter 12: Conclusion | The DBM Ten Commandments
Appendix A: DBM Complexity Diagnostic | PART 6

Level 4: Enter the Challenge of Risk

External determinacies where you won't have influence become constraints on your solution — factors which you may care to accommodate or may disregard at risk. A risk assessment associated with non-conformance will provide context for prerogative forward.

Where this risk is determined to be substantial, the mission and vision for the program, and perhaps for the overall enterprise, may need to be reconsidered. Though hard work and perseverance are important, this won't counter a naturally non-sustaining proposition.

Managing Performance at Level 4 entails a Principles Based approach — as opposed to the adversarial leadership model of Level 3. Level 4 requires a champion to lead that the people in both internal and external networks can identify with — someone that can be trusted to look after the interests of both sides.

In this regard, the CEO is not a passive observer — he or she is a required participant in success.

Moving forward, the objective evolves with reality. Success becomes defined as enhancing the corporate vitality relative to new realities.

Whereas developmental technologies (Level 3) exacerbate an already challenging problem, low technology products limited to existing off the shelf Commercial Off The Shelf (COTS) solutions.

Acquainting senior management and end users that the transformation itself will challenge anyone's ability to stay in the game and thus, those relying on business process functionality will need to contend with a substandard product through the transformation.

Level 5
At Level 5 management, or governance as we prefer to call it, this entails a thorough review of the intended policy position in comparison to the evolving public perspective and timing in relation to other priorities. Public institutions move slowly and cautiously, and this can, in part, be attributed to bureaucratic inefficiency. However, the larger concern is due procedure associated with the sustenance of democracy and the public trust. Informed public debate, criticism by the opposition, and review by legislative authorities are all bona fide interventions on the Level 5 aspiration.

Managing Performance at each Level — Section 1  Managing Performance at each Level — Section 1

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