Many companies treat performance and transformation functions as a luxury—something that only “big companies” can afford, while others simply go without. But that’s a mistake.

Whether it’s Performance Improvement, Transformation, or Global Process Management, these areas should never be seen as mere cost centers. Instead, they should be viewed as potential multipliers and growth drivers that must always be considered. But this only works if they are set up and managed as what I call “Value Case Functions”—essentially like a profit center.

What does this mean? Two key things:

👉 The existence of the department—as well as each individual resource—depends on its positive value contribution. Reporting and success measurement must reflect this.
👉 Every activity within the department is determined by its comparative financial value (opportunity cost) based on structured pipeline management.

📌 Companies that treat performance as a cost center will, at best, underutilize their potential—or, at worst, waste money. Those who manage it as an investment will win.

💬 What’s your take on this?

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