Hi Ekundayo,

the central difference between these two "entities" lies in what they are focusing on.

Organizational Performance Management

• This includes activities which ensure that an organization's operative goals are consistently being met in an effective and efficient manner. Performance management can focus on the performance of the entire organization, a department, employees, or even the processes to build products or services. It is the instrument to ensure daily operations are carried out according to strategic objectives.
• In essence, Performance Management can be carried out by a spreadsheet-savvy analyst who has an effective escalation process at his disposal to react to negative (and positive!) performance deviations.

Organizational Business Transformation

• This encompasses the adaptation of an organisation’s value proposition and business & operational model to the fundamental changes brought by global trends both economical and societal, digital technologies and increasingly demanding stakeholders needs and expectations. Such a transformation is catalyzed by means of a well-run Transfomation Office (TO). The TO does not only sets the schedule and the tone of the transformation but also keeps score. A simple, consistent way of defining and tracking value (in dollars) gives it clear credibility when it comes to commending those who have made good progress and to calling out laggards. The TO ensures everyone has access to the same simple rulebook and is trained to understand it. Every initiative should link to the same value measure and in cases of doubt the TO should give the final answer.
• Transformation requires large amounts of change management, coordination of complex stakeholders, and more importantly people committed to make it happen and that have the right skills and seniority/gravitas to ensure that things "move".

Cheers, Sidi