Companies frequently embark on change programs with the underlying belief that certain changes in organisational culture and behaviour will have a direct impact on their ability to improve business performance. Performance Mapping was developed to test these beliefs and understand what really drive performance improvements. We use a combination of data mining to identify apparent underlying relationship patterns and trends followed by rigorous testing to establish the strength of relationships between people and performance improvement, including lead and lag indicators.

As part of an 18 month Health Services ‘collaborative’ with medical, nursing and ancillary staff in 50 Emergency Departments, Performance Mapping established the people-factors that improve medical success factors such as time to analgesia and triage response times.

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