采用不同的方法，大都会供水系统运营集团（WSO） 南加州水区（大都会）将其重组重点放在系统上 相互依赖和问责。摆脱传统的自上而下的重新设计工作， WSO创建了一个多层次、跨职能的“设计团队”，由来自 不同的地理和职能领域、主管和经理。该队由警察负责 集团执行官（集团经理）制定新的组织结构，制定 变革战略的实施，并设计一种方法来“推广”员工的变革。 实施几个月后，设计团队重新组建，以评估他们的 概念和意图在现实操作环境中得到了验证。超出他们的设计 工作进展顺利，团队研究了修订后的组织将如何运作 在该地区的更大结构内的票价。回到分析和评估 这些技术使他们成功地为团队建立了一个结构 该团队为WSO工作的未来稳定性和成功制定了一个“处方”，并获得通过 按照他们向集团经理提出的建议。该建议的核心是 更新、调整并使整个公司的绩效管理体系更加严格 由近1000名员工组成的团队，在新的组织架构内优化他们的工作 结构 目前正在实施的这一新的绩效管理体系打破了 “一刀切”的绩效管理方法和工具概念。通过 内部分析，利用内部员工的专业知识，专门针对 与WSO的职能、风格和组织结构以及 它必须在其中开展业务的更广泛的组织。其结果是多方面的 将战略映射元素与平衡计分卡相结合的方法，应用于 战略规划和绩效评估小组。 这篇文章重点介绍了改造一个新的系统的好处、挑战和技术 基于传统的公用事业管理系统从依赖“久经考验的真实”，历史 程序——一个灵活、专注的系统，能够将日常工作与特定的 战略和目标，并致力于安装系统来衡量和改进 整个集团的经营成果。包括8个参考文献、图表。

Taking a different approach, the Water System Operations Group (WSO) of the Metropolitan Water District of Southern California (Metropolitan) focused its reorganization on system interdependencies and accountability. Moving away from traditional top-down redesign efforts, WSO created a multi-level, cross-functional "Design Team" comprising line employees from varied geographic and functional areas, supervisors and managers. The Team was charged by the group executive (Group Manager) to develop a new organizational structure, formulate a change strategy for implementation, and design a method to "roll out" the changes to staff. Several months after implementation, the Design Team reassembled to evaluate how their concepts and intentions had fared in a real-life operating environment. Beyond their design efforts, which were working pretty well, the team looked at how the revised organization would fare within the larger structure of the district. Returning to the analysis and evaluation techniques that had resulted in their development of a successful structure for the group, the team developed a "prescription" for the future stability and success of WSO's efforts and passed along their recommendation to the Group Manager. The core of the recommendation was to update, align, and make more rigorous the performance management system for the entire Group of nearly 1,000 employees, to optimize their work efforts within the new organizational structure. Currently in implementation, this new performance management system breaks away from the "one size fits all" concept of performance management methodologies and tools. Through internal analysis, using internal staff expertise, an approach has been specifically tailored to align with WSO's functions, style, and organizational structure, as well as the culture of the broader organization in which it must conduct its operations. The result is a multi-faceted approach which meshes elements of strategy mapping and a balanced scorecard, applied to strategic planning, group work planning, and performance measurement. This paper highlights the benefits, challenges and techniques being applied to transform a tradition-based utility management system from reliance on "tried and true", historic procedures - to a nimble, focused system capable of aligning day-to-day work with specific strategies and objectives, and committed to installing systems to measure and improve operational outcomes of the entire group. Includes 8 references, figures.