Archive for the ‘Cascading & Linking Performance Measures’ Category
#35 The First of Three Things I Don’t Like About The Balanced Scorecard (It’s hard to cascade meaningfully)
We have to applaud the Balanced Scorecard for the evolution it triggered in organisational performance measurement and strategy execution. But no model is without its limitations.
Certainly, on account of the Balanced Scorecard, we’re now seeing the measurement of non-financial results rather than just the financial, and we’re seeing strategies laid out in logical and cause-effect linked plans designed for execution rather than shelving.
#33 Three Types of Performance Measure Relationships
If you think about when organisations work well, it’s because all the parts are coordinated together and managed as an integrated whole. And that’s a very good reason why we ought to treat our performance measures the same.
By understanding how measures are related to one another, you increase their power to help you understand and diagnose performance, and thus how you can report those measures together to make performance understanding and diagnosis easier.
#32 What’s So Special About Lead Indicators?
Most performance measures or KPIs tell you what happened. But if we’re really going to manager company or organisational performance, we need to know something about what’s going to happen.
And that’s what lead indicators do. They are a special breed of performance measure or KPI because they have predictive power.
#21 Measuring For Collaboration, Not Competition
We all know that what you measure influences people’s behaviour. So if you want people to collaborate to improve corporate performance, rather than compete to improve personal performance (often at the expense of corporate performance), think carefully about what you measure!
Here are 5 practical steps to help your team to measure in way that will encourage collaboration to improve corporate performance, and help put an end to measures that trigger fights about who’s right and who’s wrong, rather than dialogue about how to achieve shared goals.
#15 Activities, Outputs and Outcomes! Oh My!
As practitioners in the Land of Performance Measurement, we have our own version of Dorothy’s ‘Lions and tigers and bears’ in the Land of Oz.
We have activities, outputs and outcomes. Creatures that seem so much more frightening than they truly are, and mostly because we don’t really understand whether and how we are supposed to measure them.
#12 How Would Santa Claus Measure His Performance?
Santa Claus is one amazing character.
To avoid disappointing any of the estimated 380 odd million Christian children in the world on Christmas Eve, Santa Claus needs to be capable of some pretty spectacular performances:
#2 Four Keys to Cascading Company KPIs to Individuals
If safety, customer loyalty, cost reduction and innovation are important goals for the company, does that mean they are important goals for EVERYONE in the company? Should personal scorecards be “mini-me” versions of the corporate scorecard?
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