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Performance Improvement, vol. 48, no. 10, November/December 2009©2009 International Society for Performance Improvement

Published online in Wiley InterScience (www.interscience.wiley.com) • DOI: 10.1002/pfi.20114

RUMMLER’S SWIM LANES IN A DUTCHSWIMMING POOL

Michiel Bloem, drs Arnoud Vermei, drs, MM

The work of Geary A. Rummler changed the way we think and act as performance

professionals. Over the past 15 years, we have applied his tools and models in performance

improvement projects in a variety of industries. Similar to the pioneers of our field 40 years

ago, we were driven by curiosity when we took Rummler’s work to the unusual environment of

elite sports. And even there the signature line of his emails proved to be right: It isn’t magic, it’s

science.

IT ALL STARTED in the early 1900s. As a young and freshstart-up in human performance consulting, we con-tracted for a project with IBM. The project focused on thetransformation of a traditional learning and educationdepartment into a performance-oriented internal busi-ness school. Not knowing then what we know now, wewent to work with the help of Robinson and Robinson(1995). We did not pay much attention to the list of refer-ences at the end of their book. If we had, we would havenoticed that “Rummler, G.” was on the list

Another useful source of inspiration for that particularproject was Allison Rossett (1987). Rossett was invited to La Hulpe, Bruxelles, IBM’s impressive EuropeanEducation Center. A team of around 20 education special-ists participated in her workshop on needs assessment,with the illustrative subtitle “Nailing Jelly to the Wall.”With varying levels of energy, these training professionalsstarted thinking, experimenting, and working as perfor-mance improvement consultants.

At the same time, we were busy restructuring the train-ing department. We analyzed the ambitions, operatingprocesses, and measurements. We organized workshops to develop a clear picture of the desired state in the nearfuture. That piece, however, was the easy part. To find outhow the business school of the future could support theambitions of IBM, we dove into the inner world of the IBMoperating system. We found it mind-bogglingly com-plicated! What seemed so crystal clear before we begandeveloped very quickly into myriad interdependentprocesses and systems. We felt lost.

In our search for the holy grail, we came across aninternal IBM document with the erotic title LoVEM: Line

of Visibility Enterprise Modelling. This document describeda reengineering approach based on graphical descriptionsof the enterprise processes as they were at that time and asthey would be after the reengineering effort. This was sup-ported by a flexible tool developed by IBM’s BoeblingenLab, the business process modeler (BPM), which madeprocess charting easy. This time we did check the list ofreferences, and we gave special attention to ImprovingPerformance: How to Manage the White Space in theOrganization Chart (1995), written by Rummler andBrache. It took our local bookstore three weeks to get acopy shipped to the Netherlands, and I guess we wereamong the first Dutch readers. The book blew our socksoff. I remember we stopped reading at 3:00 A.M. withouthaving noticed how late it was. All the threads of spaghettithat had gathered on our flip charts over the past monthsseemed to come together in one comprehensive modelconnecting the organizational, process, and job levels ofperformance. The work at IBM became our first projectpowered by Rummler.

That original copy of Improving Performance is still onour bookshelf, its pages filled with notes, underlining, andyellow sticky notes, and we treasure it. We had never methim at that time, but Geary Rummler became our hero.His work fundamentally changed our work, our way ofthinking, and the way we behave as professionals.

SWIM LANES IN A DUTCH SWIMMINGPOOLIn his opening speech at ISPI’s Annual Conference inVancouver in 2005, Don Tosti reminded us of the early

42 www.ispi.org • DOI: 10.1002/pfi • NOVEMBER/DECEMBER 2009

days of Human Performance Technology (HPT). Inspiredby science-based theory, practitioners started to applylab-based experiments from universities and schools tobusiness and government. Curiosity has always been a keydriver in the development of performance technology.

For us this was a kind of a déjà vu. We too were drivenby curiosity. After the successful application of Rummlerand Brache’s work in the IBM project, the models, meth-ods, and tools proved to be robust foundations for manyother assignments across a variety of industries.

As sports fanatics, we were inspired by the question:Could our performance technology also apply to theindustry of elite sports? Over a beer in an Amsterdam bar, we saw the magnificent Pieter van den Hoogenbandwin a historic gold medal in the 2000 Sydney OlympicGames, an event that became the spark to both a fan-tastic idea and an opportunity: what Pieter van denHoogenband and his Eindhoven Swim team did in thesouthern part of the Netherlands, we could do inAmsterdam as well. A couple of beers later, we were eventalking about improving Pieter’s performance.

Most great ideas die in the beer, but this one did not. Ittook root in our minds and never left. We dreamed aboutsetting up a high-performance organization called TopSwimming Amsterdam based on Rummler’s theory andmodels, the very same stuff that proved its value in ourprofessional work. Not really knowing what was ahead ofus, we made a bold decision to find out if Rummler’sswim lanes would also make a difference in a real swim-ming pool.

In 2004 we first presented the results at the ISPI Europe,Middle East, and Africa annual conference in Lisbon. Asmembers of our audience, Roger Addison and RickBattaglia saw the value of this case for explaining humanperformance technology. Encouraged by them, we broughtthe session to the 2005 annual conference in Vancouver.

We were excited and nervous at the same time—excited to share our experiences with our colleagues inISPI, nervous because a special guest would attend oursession: Geary Rummler. About ten years and many proj-ects later, we would finally meet him.

TOP SWIMMING AMSTERDAMTop Swimming Amsterdam (TSA) started in 2000 with ablank sheet of paper and a dream. We started by analyz-ing performance at Rummler’s three levels of perfor-mance. We had meetings with exemplary athletes, boardmembers of the Dutch Olympic Committee and theDutch Swimming Federation, and Team van denHoogenband, a two-time gold medal winner in theSydney 2000 Olympic Games. We discovered perfor-mance barriers at all three levels of performance:

• Organization level: The Dutch Swimming Federationhad no clear strategy for developing talent to the max-imum. In the mind-set of the federation executives,elite swimming was the responsibility of local swim-ming clubs. Occasional successes were the result ofcoincidence involving an exceptionally talented coachmeeting an exceptional young talent at the club levelby chance. Despite a successful exception to this rule—the private swim initiative built around Olympic goldmedallist Pieter van den Hoogenband—no compara-ble initiatives had been launched or supported.

• Process level: Federation and swimming clubs wereorganized around key functions: technical training,facilities, medical support, and communications.Although policies were in place to optimize perfor-mance within these functions, we found no structuresin place to manage performance cross-functionally.

• People level: Athletes viewed achieving A-status (theDutch Olympic standard required to receive a financialincome) as the most important goal. There was a lackof career perspective within the swimming coach pro-fession, and swim coaches at that time were involvedonly in water training. Very limited attention was givento land training and the application of other fields, likemental training and education for athletes.

At that time, the way elite swimming was organizedand managed was not driving performance at theOlympic level at all. We concluded that a successfulapproach should be built on different principles and firmfundamentals.

TSA Performance DesignBased on our experience with performance models in thebusiness environment, we used Rummler and Brache’s(1995) nine performance variables to design a perfor-mance system to address these barriers.

At each level of performance—organization, process,and job/performer—there are three performance vari-ables—goals, design, and management—resulting in nineperformance variables (see Table 1). The process level

[Rummler’s] workfundamentally changed ourwork, our way of thinking,and the way we behave asprofessionals.

Performance Improvement • Volume 48 • Number 10 • DOI: 10.1002/pfi 43

serves as the pivotal link, ensuring that workers’ achieve-ments contribute efficiently and effectively to the ambitionsand goals of the organization. Table 2 shows this 3 � 3matrix as we used it to design the TSA performance system.

At the organizational level we used our dream ambi-tion as the starting point and sketched out the necessaryfunctions in TSA. A permanent TSA management teamsupported by an advisory board had to take responsibilityfor achieving goals at this level. TSA should become morethan a one-off experiment. We saw the definitions ofthree primary processes as key elements in the design:

• The training process: Ensures the synergy of the techni-cal training, physical training, mental training, nutri-tion, and logistics functions

• The communication process: Uses the outputs of thetraining process and the fundraising process to influ-ence all stakeholders in TSA

• The fundraising process: Ensures a continuous flow offunding to enable TSA ambitions

These primary processes would be owned by one of thepermanent staff members and would be managed by

TABLE 1 THE NINE PERFORMANCE VARIABLES

THREE PERFORMANCE NEEDS

GOALS DESIGN MANAGEMENT

Organization Level Organization goals Organization design Organization management

Process Level Process goals Process design Process management

Job Performer Level Job goals Job design Job management

Source. Rummler and Brache (1995).

THREE LEVELS OF PERFORMANCE

TABLE 2 PERFORMANCE DESIGN TOP SWIMMING AMSTERDAM

GOALS DESIGN MANAGEMENT

Organization

Process

Resource

• Olympic Swimming finals inAthens 2004

• Olympic medals in Beijing 2008

Lagging indicators:

• Olympic limits, euros raised

Leading indicators:

• Scores in physical health tests,number of injuries, length of sponsor long list

• Individual performance goals

Functions in TSA

• Medical

• Physical/training

• Nutrition

• Mental

• Logistics

• Communication and relationshipmanagement

Key processes in TSA

• Training

• Communication

• Fundraising

• Individual training/studying programs

• TSA management team

• TSA advisory board

• Key processes managed by astructure of process teams andprocess owners

• Athlete Performance Management(EXACT)

44 www.ispi.org • DOI: 10.1002/pfi • NOVEMBER/DECEMBER 2009

process teams consisting of delegates from various TSAfunctions.

The third layer in the design handled humanresources. We set up a staffing plan with job descriptions(responsibilities, authorities, and tasks). Besides func-tional responsibilities, every staff member had responsi-bilities in at least one process team as well. This structureensured that job achievement would contribute to theperformance of one of the three key processes and thussupport the goals of TSA. Four TSA athletes qualified forthe 2004 Olympics in Athens. Three of them reached theOlympic finals and won an Olympic medal, meeting andexceeding all goals (Bloem & Vermei, 2005).

Shortly after the Athens Games, we met Charles vanCommenée, head of the Dutch Olympic Committee.Impressed by the work and success of TSA, VanCommenée made clear that he would like to marry theperformance model of TSA (based on Rummler’s model)and the Olympic experience of Team van denHoogenband in Eindhoven into a blueprint for all DutchOlympic sports. Early in 2005, this resulted in the launchof a national swim center with an Amsterdam (NSA) andan Eindhoven (NSE) subsidiary. The TSA design was cho-sen as the national standard.

The original goals of TSA were aimed at success at theBeijing Olympic Games in 2008. While many elite sportsinitiatives show short-term success and disappear rapidlyafterward, TSA was designed as a system to drive sustain-able performance for the long term. The NSA team performed extremely well, though it was overwhelmed by the incredible success of Michael Phelps, who woneight gold medals. Once again NSA athletes reached the Olympic finals, performed in the medal zone, andwon Olympic medals: a gold in the 4 � 100 meterwomen’s relay. Eight years after the launch of the TSA ini-tiative, the system was still very much alive and working.Influenced by the environment (the Eindhoven competi-tion and changes at the Dutch Olympic Committee) thesystem proved to be adaptable. Although the journey con-tinues, our initial question was answered: our Rummler-based technology applies to elite sports.

The Vancouver Follow-UpAs we said, Rummler was in the audience when we pre-sented the TSA case in Vancouver in 2005. He was bothexcited and complimentary. He immediately saw the TSAwork as a way to demonstrate human performance tech-nology and how it can be used to produce results. Shortlyafter the conference, he sent the email in Exhibit 1 to ISPIheadquarters.

The email provided several interesting insights. Itdemonstrated Rummler’s methodological way of think-ing: What is the result that should be improved, why is

this improvement important, what variables will make adifference, and how do we build and maintain the solu-tion? The message also expressed the necessity and valueRummler saw in education and learning. He believed thatwe should use anything that can help us to transfer thechallenging message of HPT to a wider audience, espe-cially to top-level management in organizations. Andfinally, the message breathes the energetic and competi-tive style that characterizes him as a professional: straighttalk, waiting for straight answers.

Again it was Roger Addison who took swift action.Based on the evaluations, the TSA session was honoredwith an encore session at the 2006 annual conference inDallas, and a Master Series Presentation at the 2007annual conference in San Francisco. The video recordedin San Francisco served as the foundation for a DVD pro-duction. During the 2008 annual conference in New York,Rummler and Addison received the first copies.

WHAT WE LEARNED FROM APPLYINGRUMMLER’S WORKFred Nickols (2006, p. 5) kicked off an interesting articlewith the following statement:

When it comes to the professional practice of humanperformance technology and performance improve-ment, Geary Rummler is an unquestioned master. Andhis new book, Serious Performance Consulting, shouldbe taken seriously. But there is a lighter side to all this.Often, appreciable improvements in performance andproductivity can be had quite quickly, easily and inex-pensively. And you don’t have to be Geary Rummlerto realize them; ordinary mortals can accomplish agreat deal.

Over the past 15 years, we have been working with themodels and tools Rummler developed. The books and arti-cles, without exception, are excellent examples of science-based theory translated to the practical, real world oforganizations. In our view, the work of Geary Rummler isneither extremely complicated nor difficult to understand.It is far more challenging to exercise the discipline andrigor required to apply the theory correctly.

DATA-DRIVEN ANALYSISIn a way, Rummler’s work puts the finger on the weakspot of our profession. If we believe that organizationscan be designed and managed as systems, we need toresearch organizations as systems. The performance of asystem depends on an endless series of interdependentvariables. If we want to influence the performance of asystem accurately, we must understand:

Performance Improvement • Volume 48 • Number 10 • DOI: 10.1002/pfi 45

• How the system works.

• Which variables have a measurable impact on theresults we want to achieve.

• What changes to the system we need to make to con-trol the variables.

For each item, Rummler’s work provides models andtools to help performance professionals in the search foranswers. The complexity of the task at hand grows expo-nentially with the scope of the investigation: dealing witha performance issue at the individual or job level is easierthan analyzing the overall safety performance of a chem-ical production facility. However, the principles to applyare similar: investigate the system, draw assumptions,

gather data to test the assumptions, and propose solu-tions. We simply need more time, dedication, stamina,and discipline.

Another label often attached to Rummler’s work is thatit undervalues the importance of the individual per-former. Rummler’s focus, according to some critics, is ononly the design of the system: just fix the system, and therest will follow automatically. We believe this is a severemisinterpretation of his work. The individual performeris both at the very beginning and the very end of his the-ory. In his book Serious Performance Consulting (2004,p. xiii) he writes:

Forty years ago I made the observation, “Put a goodperformer in a bad system, and the system will win

EXHIBIT 1 EMAIL MESSAGE FROM GEARY RUMMLER TO ISPI

X,

I am writing to you to get your assistance in carrying out an important task.

The What (the Task)

When you and I had the good fortune to see the Dutch swim team presentation in Vancouver our collective reaction was, “Damn, that presentation should have been video taped!” Well, Arnoud and Michiel are coming to ISPI again and I strongly believe that ISPI should see that the presentation is video taped this time.

The Why

Almost everyone associated with selling HPT over the years, who has seen the Dutch message, has realized this is the perfect message to present to executives/upper management showing:

What HPT is, in a simple but dramatic formThe benefits of applying HPT

As you know, executives seem to like sports analogies and the world is full of motivational presentations built around sports. But the Dutch story goes far beyond the motivational. Although highly motivational, it teaches the key HPT principles required to systematically improve performance. There is absolutely nothing like it that I have ever seen. The presentation should be the most important tool ISPI (and the HPTfield) has ever had to both promote and educate. It is a once in a lifetime opportunity.

The Who

ISPI is nuts if it doesn’t make this happen. However, if they can’t make this happen, then I’m sure I can put together a consortium (there wasconsiderable enthusiasm for doing this among a group of us after the Vancouver presentation) of interested parties to get the job done. Buthaving the ISPI logo on the video would be a real coup for ISPI.

The How

There are a number of issues to be resolved, so it is important that ISPI get the ball rolling. They include:

Agreement and permission from Arnoud and MichielFinding a competent group to do the video tapingHow to make the video available to folks around the globe

So, would you please try to convince ISPI that this is the right thing to do? If you can’t go ahead by March 26, let me know and I will go toPlan B. Thanks in advance for your help.

Geary

46 www.ispi.org • DOI: 10.1002/pfi • NOVEMBER/DECEMBER 2009

every time.” The result of this reality is that individualsare frequently falsely accused of being the cause of the“problem,” and organizations spend tons of moneysubjecting the falsely accused to hours of useless, time-consuming, non-value added “interventions.”

One of the key drivers behind Rummler’s work is theright that working individuals have to working conditionsthat enable them to perform to their ability. The humanperformance system is the cornerstone for all perfor-mance. The contribution Rummler made was the connec-tion between the process and the organization levels. Theentire system must be aligned and managed to enableeach performer to achieve his or her full potential.

To ensure that we intervene in a responsible way, weneed data to test our assumptions about an imperfect sys-tem. Rummler was always a strong supporter of educa-tion and learning. At the same time, he was among thegreatest critics of training interventions that were not jus-tified by solid problem analysis or that provided poorlydesigned training.

Our experience in applying Rummler’s work has madeus strong supporters of his views. We have become moreaware of the critical role of leaders and managers inorganizations. It is the manager who defines the job andmakes hiring decisions. This person often plays a key rolein the way processes are managed and improved.Managers are accountable for improving the quality ofthe organization as a system, and they control many of the elements of the human performance system. Themanager or supervisor provides employees with informa-tion about the success of their work or lets them know iftheir work must be corrected.

As performance professionals, we work hard to make ameasurable contribution to performance and the well-

being of performers. Rummler showed us the way. He willalways travel with us.

CONCLUSIONThe work of Geary Rummler has proved to be valid andvaluable in a variety of industries, including elite sports.His work is neither extremely complicated nor difficult tounderstand. The biggest challenge is to exercise the disci-pline and rigor required to apply the concepts correctly.The perseverance of the performance professional whotakes on this challenge will be rewarded by impressive,measurable, and sustainable performance improve-ment—even Olympic medals.

References

Bloem, M., & Vermei, A. (2005). The Olympic road to perfor-mance improvement. Performance Improvement, 44(6), 7–13.[DOI: 10.1002/pfi.414044060.]

Nickols, F. (2006). Serendipitous performance consulting: Fiveeasy cases. Performance Improvement, 45(1), 5–9. [DOI:10.1002.pfi.2006.4930450103.]

Robinson, D., & Robinson J. (1995). Performance consulting.San Francisco: Berrett-Koehler.

Rossett, A. (1987). Training needs assessment. Englewood Cliffs,NJ: Prentice Hall.

Rummler, G. (2004). Serious performance consulting accordingto Rummler. Silver Spring, MD: International Society forPerformance Improvement.

Rummler, G., & Brache, A. (1995). Improving performance:How to manage the white space on the organization chart. SanFrancisco: Jossey-Bass.

MICHIEL BLOEM, drs, holds a degree in human movement sciences, was managing director of TopSwimming Amsterdam, and is an associate of WEB Performance. For more than a decade, he hasbeen fascinated by human performance, specializing in developing and implementing integral per-formance systems. In his consulting career, he has held leading positions in large improvement proj-ects in the automotive, information technology, and manufacturing industries. He may be reached atmichielbloem@casema.nl.

ARNOUD VERMEI, drs, MM, leads WEB Performance, one of the first consulting firms concentratingon integral performance improvement in the Netherlands. Founded in 1993, WEB focuses on theinterfaces of organizational, process, and human performance, helping clients to create and main-tain systems that drive continuous and sustainable performance improvement. He holds a degree inbusiness economics and has fulfilled consulting assignments for almost every large multinational in the Netherlands. He is a former presenter at numerous International conferences. He may bereached at info@webperformance.info.