He called it a “stealth revolution.” Over the course of the following year, a number of additional initiatives and events have reinforced the revolution.

Cumulatively, these initiatives are likely to transform the governance and performance approaches traditionally used by the “performance community”—agency leaders, strategic planners, performance measurement experts, performance improvement officers, budgeters, financial managers, acquisition officers, technology executives, human capital officers, program evaluators, and program executives—in ways yet to be imagined. Fortunately, there are significant challenges and opportunities for the performance community in shaping this transformation.