Now preparing for its fourth edition, The KPI Institute’s Government Services Index (GSI) continues to strengthen its position as one of the world’s most trusted, data-driven assessments of public service excellence. Over the past three years, the GSI has evolved into a global reference point for governments seeking to understand not only how they perform, but why certain public systems excel and how others can improve.

To ensure a comprehensive and reliable framework, the development of the GSI involved an extensive research process. Over 100 articles and 40 global indices were analyzed, together with more than 900 indicators reviewed, to streamline the most relevant dimensions for evaluating government service quality and the availability of consistent global data. Moreover, the GSI 2025 report covers 126 countries, expanding from 122 in the previous edition and spanning five global regions: America (22 countries), Europe (38 countries), Asia and Oceania (26 countries), Africa (29 countries), and Middle East (11 countries).

More than a ranking, the GSI functions as a comparative benchmarking platform, offering policymakers, researchers, and practitioners a systematic approach to assessing government effectiveness across diverse contexts. Its robust methodology is built around 30 indicators across five key dimensions: Future Readiness, Digitalization, Governance, Society Welfare, and Citizen Experience. Together, these pillars capture both a government’s present capabilities and its preparedness for the challenges of tomorrow.

As the 2025 edition approaches, the GSI continues to serve as both a mirror and a guide—reflecting regional performance while highlighting the emerging standards of agile, sustainable, and citizen-centered governance.

Early findings reveal a clear trend: the governments setting today’s global benchmarks are those that anticipate future needs, embrace digital transformation, foster inclusive governance, safeguard societal welfare, and deliver equitable citizen experiences. Their progress underscores a crucial insight—lasting excellence depends on integrated, long-term strategies, not isolated reforms.

With the 2025 GSI on the horizon, the question for public leaders is sharper than ever: Is your government raising the bar?

Be the first to get a copy of the Government Services Index 2025 report. Follow The KPI Institute on LinkedIn for exclusive updates and release announcements

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Editor’s Note: Explore the previous Government Services Index reports for deeper insights and year-to-year comparisons. Get your digital copy for free!

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The 2025 Global Trends Brief by The KPI Institute outlines the key forces—geopolitical, economic, sociocultural, technological, environmental, and legal—shaping organizational strategy. While the first four dimensions are transforming the workforce and operations, the environmental and legal factors add further complexity to strategic planning.

According to the brief, investment in energy and natural resources is set to reach record levels in 2025, surpassing $1.5 trillion—about 6% higher than in 2024. This growth is closely tied to the accelerating focus on environmental, social, and governance (ESG), which is driving sustainable business practices, green mobility initiatives, and the adoption of circular economy models. Organizations are increasingly viewing ESG as essential to long-term resilience, supported by innovations like green AI that help reduce energy use and carbon emissions, even as rising AI-related energy demands renew interest in nuclear power.

The report also highlights that investors see government policy as a critical factor in clean-energy profitability, with about 64% of global energy transition investors citing measures such as carbon taxes as key to investment attractiveness. And despite the sharp drop in ESG inflows in 2023, global ESG assets are still expected to exceed $53 trillion by 2025—nearly one-third of total assets under management.

On the final force, legal and regulatory pressures are expected to intensify in 2025. The KPI Institute’s 2025 Global Trends Brief notes that extending U.S. tax cuts could generate over one million small business jobs annually and boost manufacturing and investment in underserved regions. At the same time, local policies and stricter AI regulations are reshaping how businesses operate, with regulators focusing heavily on cybersecurity, privacy, and national security risks.

Rising data center spending—up nearly 35% in 2024 and expected to grow by another $50 billion in 2025—comes alongside escalating fraud, identity theft, and AI-driven deepfakes, which are anticipated to push U.S. consumer losses past $10 billion per year. Financial crime enforcement is also tightening following the Financial Action Task Force’s updated standards. To keep up, organizations are increasingly adopting AI governance tools, while 76% of small business owners support government efforts that help them integrate new technologies responsibly.

Strategic priorities for organizations

To remain competitive, organizations need to prioritize operational efficiency, talent development, and risk management. The 2025 Global Trends Brief identifies key areas where strategic focus will be essential:

• AI skills and talent: Enhance AI capabilities and retain top talent to meet evolving technological and market demands.
• Supply chain resilience: Diversify suppliers and expand local sourcing to navigate ongoing geopolitical tensions.
• AI risk management: Strengthen controls to safeguard sensitive data and ensure regulatory compliance.
• Automation benefits: Leverage AI to reduce routine administrative tasks, freeing managers to focus on strategic initiatives.
• Employee engagement: Prioritize employee experience and engagement to attract and retain top talent.

Looking ahead, organizations need proactive strategies that combine agility, technology, and sustainability to thrive in a rapidly evolving environment. The 2025 Global Trends Brief key recommendations include:

• Agile performance systems: Implement frameworks that adapt quickly to geopolitical shifts and supply chain disruptions.
• Integrated analytics: Use advanced data platforms to monitor trends and adjust strategies during economic turbulence.
• Digital twin simulations: Model supply networks to test resilience against potential disruptions before they occur.
• Circular economy initiatives: Adopt IoT-enabled resource tracking to align profitability with sustainable practices.
• AI governance boards: Establish cross-functional teams to ensure innovation is balanced with regulatory compliance and workforce readiness.

The 2025 business landscape brings both challenges and opportunities. Organizations that embrace agility, sustainability, and employee engagement will be best positioned to navigate geopolitical, technological, and operational complexities for long-term success.  End the year strong and start 2026 with the right guidance—download the full 2025 Global Trends Brief on the TKI Marketplace.

Sales is the engine that powers revenue and growth in any organization. Beyond closing deals, it plays a strategic role in building customer relationships, gathering market insights, and shaping business strategy. By effectively measuring sales performance, organizations can identify strengths, address gaps, and optimize processes—ensuring teams consistently meet targets while adapting to evolving market dynamics.

The sales landscape this year is faster, more digital, and increasingly data-driven. Jannik Lindner, Co-Founder of Gitnux and an experienced digital strategist, noted in a recent report that the sales industry is undergoing a major transformation. With 70% of sales organizations adopting digital initiatives, companies are seeing significant gains—including a 33% increase in revenue and a 40% rise in productivity driven by artificial intelligence (AI)— reshaping how businesses engage with customers. This shift is transforming traditional sales models and redefining how organizations engage and retain customers. 

With buyer expectations rising and competition intensifying, sales leaders require clear, actionable key performance indicators (KPIs) to navigate complexity and deliver results. To meet this demand, The KPI Institute has released the Top 25 Sales KPIs – 2025 Edition, a comprehensive guide to the essential metrics every sales team should monitor in the year ahead.

To provide a glimpse into the report, here are five of the top KPIs featured in the 2025 edition:

1.  % Cannibalization rate of new product offering – Measures the percentage of sales an existing product loses following the introduction of a new product offering within the same market segment. Its purpose is to indicate the highest level of internal product substitution the company can sustain before it begins to lose profit.
2. % All commodity volume (ACV) distribution – Measures the share of market sales volume from stores that carry the organization’s product, with each store’s contribution weighted by its sales size. This metric specifically evaluates how efficiently products are being distributed.
3.  % Sales quota attainment – Measures the percentage of total sales targets that were met during the reporting period. This indicator provides meaningful insight into how various enablement strategies, sales training approaches, and coaching practices impact the sales team’s overall effectiveness over time.
4.  % Adjusted trial rate – Measures the percentage of potential customers expected to try a pre-launch product, adjusted for brand awareness and distribution reach during the reporting period. This is particularly helpful during early concept testing, as it measures initial consumer interest without factoring in real-world limitations.
5. $ Revenue per successful call – Measures the average revenue generated per successful sales call in the reporting period. Its purpose is to assess how efficiently sales interactions generate revenue.

This report is part of the Top 25 KPIs – 2025 series developed by The KPI Institute. The series provides a comprehensive framework for effective performance measurement and addresses key challenges in KPI implementation. Each KPI is documented with practical definitions, calculation formulas, analysis guidelines, and recommended usage scenarios to support integration into performance management systems.

Explore the full report to enhance your sales performance measurement practices. The Top 25 Sales KPIs – 2025 Edition is now available on the TKI Marketplace, with printed copies available for order on Amazon. Get your copy today!

Performance is now inseparable from sustainability. The latest edition of Performance Magazine highlights how organizations are shifting from compliance-focused reporting and fragmented frameworks toward integrated systems and strategic execution. Across expert analyses, global updates, and in-depth interviews, one message has emerged: organizations are treating sustainability as a practical performance discipline embedded in operations and strategy.

Here are 10 ideas from Performance Magazine’s Sustainability Edition that are redefining how organizations think, act, and measure sustainable performance:

1. Make reporting demand action

Sustainability reporting is no longer a ceremonial exercise. Ghada AlTaher, in “New Rules, New Results,” highlights that recent reporting standards bring together fragmented frameworks. They also cut down unnecessary complexity. Firms that build in these disclosures into daily decision-making turn compliance into actionable insights. This way, reporting becomes a driver of improvement, not just a paper trail.

2. Flip regulation into opportunity

Mandatory frameworks are reshaping corporate priorities globally. Liana Paraschiv’s analysis in “Fatigue or Future-Proofing?” points out that companies treating regulatory obligations as strategic levers—not just burdens—can line up operations with stakeholder expectations. They can also boost performance and sharpen their competitive edge.

3. Demand ESG you can trust

Reliable ESG data underpins meaningful decisions. Mai Ismail, in “ESG Data That Actually Matters,” warns that inconsistent or low-quality information can throw off investors and managers. Organizations that set up solid data collection and verification gain clarity on risks, spot opportunities, and see real business impact.

4. See double materiality like never before

Double materiality, discussed by Naamaa Eissa in “Double Materiality at the Core,” shifts companies from reactive compliance to proactive strategy. By looking at both how business affects society and how societal and environmental factors affect the business, organizations can sort out priorities. They can also spot hidden risks and weave ESG into financial and operational planning.

5. Turn equity into performance muscle

Teodora Gorski’s “Equity as a System” emphasizes that inclusion must be built in structurally. When equity guides decisions, resource allocation, and governance, social sustainability becomes measurable and predictable. It also links directly to organizational performance.

6. Show what you don’t know

Bori Pentek, in “Constructive Uncertainty,” points out that being upfront about limits builds up credibility. Organizations that acknowledge gaps in data or strategy invite collaboration and deepen trust. This makes reporting more than a checklist—it becomes a real insight into performance.

7. Decode social data that reveals reality

One Ask Our Expert feature highlights that conventional social metrics often miss what really matters. Patterns in capability equity, relational trust, and community resilience reveal whether people and communities are genuinely thriving. They also show up if business results are truly sustainable.

8. Put circularity in command

Another Ask Our Expert discussion explains that embedding circular economy principles can reduce short-term performance. But it can also pay off in the long run. Strategic planning and performance management need to work through these trade-offs to fully capture sustainability benefits.

9. Train people, shift outcomes

Sustainability education drives organizational change. An Ask Our Expert session notes that employees who understand environmental and social issues become innovators and collaborators. Awareness turns into real operational improvements and stronger alignment with strategy.

10. Hardwire sustainability into operations

Sustainability cannot stay a side initiative. Across expert interviews and global case studies, the message is clear. Integrating ESG into core systems—from KPIs to governance and supply chains—feeds into daily decisions, investments, and long-term strategy.

Organizations cannot treat sustainability as optional or merely a public relations effort. Today, it functions as a core performance discipline, requiring precise metrics, integrated strategy, and alignment across culture and operations. Discover more insights and download Performance Magazine Issue No. 34, 2025 – Sustainability Edition for free at the TKI Marketplace or order a print copy via Amazon.

Many strategy teams start the year with strong goals but struggle to connect plans with real execution. Market shifts, budget limits, and competing priorities often make it difficult to stay focused on what matters most.

This roundup features eight expert-selected resources from The KPI Institute to support clear and practical planning for 2026. Each one offers tested methods, data-driven tools, and examples that help leaders design strategies that work. Their continued use across industries shows how practical and adaptable their guidance remains.

1. KPIs for Strategic Planning: This infographic highlights the key metrics that connect day-to-day performance with long-term strategic goals. It shows how well-chosen KPIs support planning, execution, and review within the balanced scorecard framework. Built from The KPI Institute’s research experience, it offers clear definitions and calculation methods to help teams measure progress and maintain strategic alignment.
2. KPIs for Initiatives Management: Effective strategy depends on how well initiatives move from concept to completion. This resource highlights the KPIs that track progress, efficiency, and impact across that journey. It helps teams connect project performance with strategic outcomes, ensuring that execution supports organizational priorities and measurable results.
3. Top 25 Strategy and Performance Management KPIs – 2025 Edition: Reflecting current trends in performance measurement, this edition brings together the most widely used KPIs in strategy and performance management. It introduces updated documentation templates, new articles on effective KPI implementation, and fresh research on how organizations apply KPIs in practice. The collection helps teams refine measurement systems, align metrics with strategic objectives, and strengthen decision-making across all levels.
4. 2025 Global Trends Brief: This report analyzes the major forces that defined 2025 and outlines how their effects will influence strategy and performance management in 2026. Drawing on insights from more than 100 global research and consultancy sources, it connects data and context to help decision-makers prepare for the next planning cycle. Covering areas such as AI innovation, trade dynamics, and ESG priorities, the brief clarifies which trends will continue shaping business direction and which require a shift in strategy for the year ahead.
5. State of Strategy Management Practice Report 2025 – MENA Region: Whether you are refining your planning framework or improving execution systems in 2026, this report offers a grounded view of how organizations can strengthen strategy management in practice. Based on research from organizations across the Middle East and North Africa, it examines trends in planning, measurement, and execution supported by regional expertise. The findings provide benchmarks and insights that help build stronger and more adaptive strategy systems for the year ahead.
6. A New Chapter for Performance at Mobily: This case study offers practical lessons for organizations preparing 2026 strategies and seeking stronger performance management foundations. It illustrates how a structured KPI framework, supported by clear documentation and capability-building programs, can connect strategic objectives with measurable results. The example shows how improving measurement practices can turn planning goals into consistent execution outcomes.
7. A Case Study on Performance Management System Maturity Assessment: This case study offers insights for organizations that plan to strengthen their strategy and performance frameworks in 2026. It outlines how a comprehensive maturity assessment, using the Integrated Maturity Model Framework, evaluates five key capabilities through evidence-based and perception-based analysis. The findings demonstrate how understanding system maturity helps identify gaps, prioritize improvements, and support more effective strategy execution.
8. Performance Magazine Issue No. 29, 2024 – Strategy Management Edition: The themes and analyses featured in this issue remain highly relevant to today’s strategy and performance challenges. Readers will find clear perspectives on how organizations plan, develop, and execute strategy in complex environments, with discussions on stakeholder engagement, change leadership, and data-driven decision-making. Insights from experienced practitioners and curated multimedia content make it a strong reference for anyone involved in strategic management.

These resources bring structure and clarity to strategic work. Explore and download them to strengthen your 2026 planning process and drive better results!

Similar to how a rowing team synchronizes its strokes to move swiftly across the water, organizations must align their strategy, execution, and performance management practices to stay on course. The 2025 State of Strategy Management Report captures this dynamic, offering an in-depth view of how strategy and performance management practices are unfolding across the Middle East and North Africa (MENA) and Gulf Cooperation Council (GCC) regions.

This year, the majority of participants came from Saudi Arabia (91%), followed by the United Arab Emirates (UAE) and Egypt (3% each), with smaller representation from Jordan, Qatar, and other MENA countries. Public and social services formed the largest industry group (36%), followed by professional services (21%) and industrial sectors (15%). Respondents were almost evenly split between public (50%) and private (43%) institutions, with not-for-profit organizations making up 7% of the respondent pool. This balanced representation ensures that the findings can be generalized and reflect both government priorities and private-sector dynamics.

What’s new in the report

This fourth edition of the State of Strategy Management Practice Report uses a more refined approach than in previous editions. More than just documenting the current state of strategic practice, the report also seeks to drive meaningful improvement. As Daniela Vuta, Chief Operating Officer at The KPI Institute, explains, “Our vision is to create a collaborative resource that equips the leaders and practitioners on the front lines of business excellence with the insights necessary to turn strategic intent into operational reality.”

Vuta emphasized that the report’s impact is twofold: first, to deliver a data-driven perspective that pinpoints the planning-execution gap, replacing assumptions with clarity on challenges such as weak cross-functional coordination.

Unlike earlier editions that relied on a single, comprehensive questionnaire requiring all participants to answer every topic, the 2025 study employed subject-specific surveys: strategy planning, strategy measurement, and strategy execution. This shift enabled deeper insights, reduced respondent fatigue, and encouraged broader participation.

Another key enhancement was the release of an Arabic version of the survey. To ensure both accuracy and cultural relevance, a rigorous translation protocol was followed, which included stages of professional translation, back-translation, and evaluation by bilingual experts familiar with regional business terminology.

Bridging evidence and experience

Through the State of Strategy Management – 2025 MENA Report, The KPI Institute aims to inspire organizations to break free from strategic inertia by adopting proven best practices and turning research data into a solid foundation for informed decision-making and agile improvement initiatives.

Beyond quantitative findings, this year’s report integrated semi-structured interviews with strategy and performance management professionals across various industries in the MENA region. Each interview, lasting between 30 and 45 minutes, offered participants the opportunity to share practical experiences, challenges, and success stories. These qualitative insights enrich the survey findings and provide a holistic view by adding real-world perspectives and contextual examples.

According to Vuta, “The Voices from the Field section complements the quantitative data, providing practical context and real-world examples that enrich the analysis. This approach, combined with a reduced margin of error (between 5% and 6%), ensures the report offers a superior standard of precision for strategy practices across the MENA region.” 

The 2025 edition also introduces several new features designed to guide readers through the material. These include a one-page roadmap outlining the report’s structure, a high-level overview of the most significant findings, and a concluding section that consolidates insights and highlights the evolving direction of strategy management practices in the MENA region. Beyond presenting data, the report places strong emphasis on practical application. Each section contains recommendations from strategy and performance management experts and offers actionable steps organizations can take to strengthen their strategy management efforts.

By combining data-driven results with expert commentary and firsthand accounts, the State of Strategy Management Practice – 2025 MENA Region Report delivers a comprehensive view of current trends in the field. It equips leaders with evidence-based findings and actionable guidance to close gaps, overcome challenges, and drive smarter decisions. To access detailed results and practical recommendations for advancing your strategic journey, download the full report via the TKI Marketplace.

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From The KPI Institute

This report is more than a collection of data; it is a strategic resource that redefines excellence. While the focus is on the MENA region, the challenges identified—the execution gap, the need for alignment, and the difficulty in shifting from instinct to data-driven decisions—are universal. What MENA organizations are learning and implementing in their active effort to reinvent themselves serves as a powerful observation window and a set of applicable lessons on a global scale. 

We urge you to use this study not only to benchmark your performance but also to challenge your own assumptions. Our role at The KPI Institute is to empower the world to achieve performance excellence, and this report is the tool that will help you navigate strategic complexity, turning your vision into lasting impact and measurable results. True performance excellence requires a holistic, agile, and well-executed strategy; this report shows the way.

Daniela Vuta

Chief Operating Officer

As seasons turn, Performance Magazine has also evolved with the years—every issue a new page in the constantly evolving world of strategy and performance management. This September, as the golden hues of autumn symbolize reflection and renewal, Performance Magazine celebrates a decade of its print edition: ten years of transforming digital insights from www.performancemagazine.org into enduring pages of knowledge, growth, and progress.

When Performance Magazine – Print Edition first debuted in autumn 2015, a season often associated with change and maturity, it carried a simple yet powerful mission to bring thought leadership, industry trends, and best practices in strategy and performance management into the hands of readers in a timeless form. 

The first edition

The journey of Performance Magazine’s print edition began by featuring Dr. Aurel Brudan, Founder and Chief Executive Officer (CEO) of The KPI Institute, signaling both leadership and legacy. The story, “A Lifetime Dedicated to Performance,” gave readers an intimate look into his vision and the philosophy that laid the foundation for The KPI Institute’s global influence.

That first issue—a 62-page collection—was a milestone that captured the spirit of performance as both science and art. It introduced what would become the magazine’s signature sections, such as interviews with thought leaders, industry-focused key performance indicator (KPI) collections, best practice case studies, practical guides on performance frameworks, and globally sourced insights through Around the World and Ask Our Experts. 

As the years passed, Performance Magazine moved through its own seasons of growth. The early spring years were marked by enthusiasm and focus on core topics like KPI selection, Balanced Scorecard design, and performance culture. By summer, the magazine had matured. Its design became more refined, its voice more confident by expanding its scope to cover innovation, digital transformation, leadership, and data-driven decision-making.

The start of a new season

The transformation began with the Performance Magazine Issue No. 23, 2022 – The Travel Issue, which examined performance through the lens of movement, innovation, and cross-boundary collaboration. The cover story, “Silo Transformation: Breaking Down Barriers in Palm Beach County,” featured Dr. Keith Clinkscale, Strategic Planning and Performance Management Director, who shared how one of Florida’s top travel destinations is transforming the way performance results are measured. In his interview, Dr. Clinkscale discussed how Palm Beach County overcame operational silos, fostered collaboration across departments, and embedded data-driven decision-making in public service delivery.

Following the success of The Travel Issue, the magazine continued its theme-based direction with “The Public Sector Issue” in 2023, which was anchored in The KPI Institute’s Government Services Index (GSI) 2022 report. The edition translated the report’s findings into actionable insights, exploring how high-performing governments leverage strategy execution, digitalization, and citizen engagement to deliver value. It featured analyses of best practices from leading nations, expert commentaries, and case studies that revealed how data-driven governance can improve both institutional performance and public trust.

Completing the year’s series, the Sustainability, Data Analytics, and Government editions reflected the evolving priorities of modern organizations. The 25th edition, “The Sustainability Edition,” featured Eelco van der Enden, CEO of the Global Reporting Initiative, and discussed how organizations embed sustainability into strategy and measure ESG-driven impact. The 26th edition, “The Data Analytics Edition,” spotlighted Madhur Mayank Sharma of SAP Asia PTE LTD, offering insights on creating data-driven cultures and harnessing AI for smarter decisions. Finally, “The Public Sector Issue,” featuring Michael Jacobson of King County, U.S., with perspectives on digital inequality, workforce challenges, and the future of government performance.

The harvest of fresh insights and innovations

In 2024, Performance Magazine marked a new milestone with the release of the Business Excellence Edition, developed in collaboration with the Global Performance Audit (GPA) Unit. This special issue focused on strengthening organizational performance and advancing performance management systems through maturity assessments, one of the GPA Unit’s signature frameworks. The cover story, “Closing the Strategy-Execution Gap: A Fundamental Step for Business Excellence,” by Cristina Mihăiloaie, emphasized the need to align processes, principles, and people to overcome challenges in strategy execution—an essential step toward long-term success.

A major highlight of this edition was the introduction of a new section, “At the Core,” designed to explore the fundamental concepts of strategy and performance management. It featured key articles such as “The Five Levels of Organizational Maturity From a Performance Management Perspective” and “How to Conduct a Strategy and Performance Management System Maturity Assessment,” offering readers practical insights and tools for enhancing organizational maturity. 

This year, Performance Magazine continues to explore the evolving landscape of strategy and performance with two standout releases:  the Employee Performance Edition (Issue No. 32) and the AI Edition (Issue No. 33).

The Employee Performance Edition examines how a clearer understanding of organizational culture can drive alignment, engagement, and sustained success. By turning cultural insights into practical actions, it shows how performance can be embedded in the way people work, interact, and grow.

The spotlight, however, is on the AI Edition, featuring Cassie Kozyrkov—Google’s first-ever Chief Decision Scientist—on the cover. A leading voice in applied artificial intelligence (AI), data science, and decision intelligence, Kozyrkov brings a unique perspective on how leaders can make smarter, faster, and more ethical decisions in an AI-driven world. The issue explores key themes through articles like “The Decision Paradox: How AI is Reshaping Decision-Making,” “From Prototype to Practice: Moving AI Innovations into Real-World Business Impact,” and “Ethical AI & Governance: Gaining a Competitive Edge Through Responsible AI Use.”

Later this year, Performance Magazine will release two more editions, which are focused on sustainability and government. Stay updated by following The KPI Institute on LinkedIn. You can explore and download free digital copies of previous Performance Magazine issues from the TKI Marketplace, while print editions are available for purchase on Amazon, with prices varying depending on the edition and region.

Eric Lynn, senior learning Manager at Microsoft, offered a clear message in an interview featured in Performance Magazine – Print Edition, No. 32 (The Employee Performance Edition): performance culture starts with clarity—and leaders who set the tone.

Lynn, who also serves as a professional coach in Microsoft’s Customer and Partner Solutions (MCAPS) organization, explained that without clear standards, workplace culture risks becoming inconsistent and reactive. With nearly two decades of experience in learning and development, he draws from a background in sports administration and leadership, applying strategic thinking to how teams function.

“In a performance-based culture, it is imperative to have transparency and clear standards,” he noted. That consistency allows individuals to focus, contribute, and move the business forward, especially as technologies like AI change the way work is distributed and measured.

He emphasizes that today’s workplace demands a more team-oriented approach. While individual contribution remains important, accountability now sits with leaders just as much as with employees. “If a member of the team is struggling, leaders must ask why—and what can be done to support them,” he said.

Lynn also cautions against over-reliance on incentives alone to drive results. A strong performance culture, he explained, requires alignment, trust, and a structure that allows individuals to act with autonomy. Without that, even the most well-designed reward systems may fall short.

One of the most practical tools he highlights is coaching based on curiosity. Replacing judgment with questions such as “What about…” or “Have we considered…” creates space for reflection and improvement, while still keeping performance expectations in focus.

Lynn’s advice is grounded in a simple principle: when employees know what is expected of them, and when standards are consistently applied, performance improves. Leaders, in turn, can focus on supporting long-term results instead of correcting short-term missteps.

To read the full interview, download Performance Magazine – Print Edition, No. 32 (The Employee Performance Edition) for free via the TKI Marketplace. Printed copies are also available for order on Amazon (printing and shipping fees apply).

The AI Edition of Performance Magazine – Print Edition takes on a challenge many professionals face but rarely stop to question: when we talk about artificial intelligence (AI), are we even speaking the same language? 

Across the issue, readers will find practical pieces focused on specific use cases, business-relevant applications, and emerging challenges. From machine learning basics and prompt engineering techniques to risks in AI adoption and the global regulatory landscape, the edition focuses on how professionals can work with AI in clear, grounded ways.

This approach reflects a core idea explored by the edition’s guest editor, Islam Salahuddin—a former data consultant and facilitator at Systaems with ongoing studies in AI. In “The Problem of AI Is a Problem of Language,” he argues that confusion about AI begins before anyone starts using a tool. He writes that while the field covers everything from robotics and autonomous systems to generative models and chatbots, many professionals speak about AI as if it’s a single thing. This creates misunderstandings that ripple through strategy discussions, tool selection, and expectations around performance.

Salahuddin outlines three areas where the confusion takes root: definition, taxonomy, and perception. He describes how researchers often try to sort these challenges out through frameworks and classification systems, but these rarely reach business audiences. As a result, terms like machine learning or deep learning either get used interchangeably or misunderstood entirely. 

Part of the problem, Salahuddin writes, lies in how quickly AI references shift. A few years ago, people talked about AI in the context of robots or smart devices. Now, many mean tools like ChatGPT, even though these represent only part of the broader field. Rather than offer a fixed interpretation of AI, the essay encourages business professionals to recognize how their own assumptions shape their understanding.

Where Technical Expertise Meets Language

Salahuddin’s piece sets the tone for the rest of the edition—not just in content, but in its call for clarity and critical thinking. That perspective emerges not only from technical expertise but also from his interest in how ideas are framed and understood. He approaches AI as someone attuned to the role of language in guiding perception, decisions, and strategy.

Drawing on over a decade of experience across data analytics, information design, and communication, he brings a thoughtful approach to how organizations use data for strategy and impact. He is also certified as a data analyst and trainer by Microsoft. His work spans the public and private sectors—from performance management solutions to research and training—always focused on making analytics more accessible and relevant.

Alongside his technical work, he remains engaged in writing and creative projects, often exploring the connections between data, storytelling, and culture. He believes that bridging disciplines—whether through visualization or language—is key to understanding today’s complex challenges.

Read his full essay in Performance Magazine – Print Edition, Issue No. 33 (The AI Edition), now available as a free digital download via the TKI Marketplace. Print copies can also be ordered through Amazon (standard printing and shipping fees apply).

Cassie Kozyrkov, Google’s first-ever chief decision scientist and founder of consulting firm Kozyr, is best known for championing decision intelligence—a field that helps leaders move beyond instinct and data overload toward clarity and structure. In an exclusive interview for Performance Magazine’s AI Edition, she argues that many leaders still get AI wrong by focusing on automation rather than decision quality.

Kozyrkov draws a sharp line between tool use and automation. She points out that the former empowers employees to use AI systems like ChatGPT or Claude to do better work, while the latter involves handing off decisions entirely to machines. Leaders often conflate the two, she warns, launching AI projects without asking whether they truly understand what outcomes they’re pursuing.

Instead of starting with data, Kozyrkov believes that a good AI strategy starts with intent. “The answers are cheap now,” she says. “It’s the questions that are valuable.” For her, prompting is a leadership skill—one that requires clarity about what success looks like and how to recognize it. Off-the-shelf metrics, like accuracy or speed, often miss the point if they’re not tied to the organization’s core priorities.

Kozyrkov also emphasizes the importance of technical fluency at the leadership level—not necessarily coding expertise, but enough knowledge to manage complexity and ask the right questions. She warns that a “non-technical leader who ignores the technology is a hazard” and that trust, especially in external vendors or automated systems, should always be earned—not assumed.

The conversation spans real-world examples, like AI-driven parking lot metrics and automation misfires, to broader themes of governance and accountability. Kozyrkov calls for what she terms a “new breed of leader”: someone who understands that in a world flooded with tools, what matters most is judgment.

Read the full interview in Performance Magazine – Print Edition, Issue No. 33 (The AI Edition), now available as a free digital download via the TKI Marketplace. Print copies can also be ordered through Amazon (standard printing and shipping fees apply).