Articles

Replacing task counts with vague aspirations does not create performance contracting.

Clean supply claims should not hide avoidable demand

Short workplace cycles can create long material consequences

Activity compliance does not prove performance improvement

Simple payback can reject strategically necessary work

The delivery boundary should follow capability, risk and information— not fashion.

Fewer contracts simplify governance only when dependency is visible and controlled.

Technical compliance is necessary; strategic relevance differentiates performance.

The cheapest compliant bid may transfer cost into failure, churn and deferred work.