This chapter discusses the shift in the definition of performance management, which few years ago was referred to the human resources and personnel departments' attention to monitoring and improving individual employees. Today, however, the shift is toward the performance of the organization or enterprise in its entirety. Some people would argue that this shift to where performance management now regularly appears in the media was due to the information technology (IT) research firms. Around 2000, IT research firms observed that the business intelligence software vendors—vendors that had data‐mining query‐and‐reporting functionality rather than producing the raw transactional data—were integrating analytical information across multiple departments and systems. They called it performance management. Others might argue that the increasing appearance of performance management at the organizational level arose from the same IT research firms observing those same BI software vendors providing strong combination suites of at‐a‐glance visual dashboards and scoreboards. Further, these reporting tools are now linked to strategic planning, managerial accounting, and forecasting tools—and they are extremely scalable to handle millions of records for products and customers.