Senior management leadership was key. According to management, prior to the new ADM's arrival, the main measure of individual performance was the number of scientific publications produced. Key performance indicators focussing on the benefits to industry were developed to demonstrate achievement of results. In selecting research and development projects, a greater emphasis is placed on the potential for commercial application of technologies as well as their potential for achieving the intended socio-economic benefits.
Many incentives support the move toward managing for results.
Performance information is included in the accountability accords between the ADM, director general, and directors. These accountability accords are used for appraising the performance of managers by comparing their actual achievements with mutually agreed-on performance expectations. A number of other departmental initiatives have continued to provide a supportive environment for managing for results. The managerial practices of NRCan have undergone substantial changes during the last few years. The adoption of a business planning process and Total Quality Management have prompted management to take more interest in the business value of investment in science and in meeting the business objectives of industrial clients.