Full Disclosure: A Strategy for Performance

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Leader to Leader transitioned to the Hesselbein Institute and older articles are no longer available. If you click through you will be taken to the Internet Archive site to find an archived copy.

Americans expect results from their business, government, and nonprofit organizations. We also expect information about the performance of those institutions: Who’s in charge? How is money spent? And what have they accomplished? In the business world, the demands imposed by lenders and investors — and, of course, the Securities and Exchange Commission — force companies to disclose precise details of their operations — earnings, expenses, performance, and levels of executive compensation relative to peer groups.

Yet when it comes to 39 percent of the national economy — the nearly $3 trillion consumed by government and social sector organizations — Americans have few instruments for collecting information and comparing results. For all the talk of reinventing government and strengthening the social sector, there is still no way to systematically gather and disclose information about their performance.

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