One of the hallmarks of a leading‐edge organization – be it public or private sector – has been the ability to differentiate itself from third parties by gaining insight into and making judgments about its product and customer (constituent) and the ability of the organization to effect positive change. Leading private and public organizations use evaluation inquiry reports and their subsequent recommendations to drive improvements and successfully translate policy and programs into action. Grace Hopper once said: “One accurate measurement is worth more than 1,000 expert opinions.” When evaluation staff consult and maintain frequent interaction with persons or organizations affected by evaluations, directly or indirectly, a differentiated evaluation process can, in fact, be a lever for change.
Dwyer, R.J. (2004), "Utilizing points of differentiation to enhance competitiveness and growth: some thoughts for consideration", Performance Measurement and Metrics, Vol. 5 No. 2, pp. 66-71. https://doi.org/10.1108/14678040410546082Download as .RIS
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