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Steve Sherretta December 12, 2001 Performance Management: Enhancing Execution Through a Culture of Dialogue Peter is Chief Executive Officer for a medical supply multinational that recently crafted a new strategy to counter competitive threats. The plan stressed the need to cut cycle time, concentrate sales on higher-margin products and develop new markets. Four months after circulating the plan, Peter did a “walkaround” to see how things were going. He was appalled. Everywhere Peter turned people, departments—whole business units—simply didn’t “get it.” First surprise: Engineering. The gr