The performance curve: A legacy model in modern disguise
summary
Argues that the performance curve is mathematically flawed yet endures under new names, tracing a lineage from Jack Welch’s GE 20/70/10 era through Microsoft’s stack ranking (abandoned 2013) to covert tools like shadow ratings and cross‑team calibrations; cites surprising adoption—about one third of US corporations and ~60% of Fortune 500—and GE’s market cap jump from $12B to $410B as context. Offers concrete fixes: immediate steps (education, introspection, an accomplishment blog), six‑month coalition building, and long‑term organizing or legislation.
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chapters (10)
- 0:00Performance philosophy
- 2:12Performance curve origins
- 5:43Vitality curve flaws
- 10:20Performance curves in corporate America
- 11:48Modern disguises of curves
- 13:55Why curves persist
- 14:58Challenging performance curves
- 19:10Six-month systemic change
- 21:17Long-term solutions
- 22:42Summary
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