STACEY: Doug Hubbard, of Hubbard Decision Research, is an internationally recognized expert in the field of IT value, with over 18 years experience in IT management consulting including 10 years experience specifically in teaching organizations to use his AIE (Applied Information Economics) method. But today I'm talking to him about the challenge of getting practical measures w...

Too many performance measurement implementations fail before they start, because the purpose of measurement hasn't been properly framed for the organisation's current culture.

Here are 10 assumptions about what OKRs are, compared to what KPIs are, and why none of them are true! (more…)

Practical Performance Measurement is a book that details the PuMP methodology, and is filled with step-by-step KPI templates for faster, easier, more meaningful and engaging KPIs.

The project team gets together and sets the scope of their KPI project. They outline the steps that need to be followed. They specify how much time to allow for each step. They define the report to be delivered at the end of the project. Then they call for quotes from KPI consultants. And even though this hasn't worked in the past, they wonder why it doesn't work again.

There is still a purpose to objective evidence, like measurement, to inform a world that is driven so overwhelmingly by opinion. (more…)

The implementation of evidence-based leadership is iterative. It's too profound a shift to happen in one go. And it will never happen if we wait to thoroughly research our current state, detail a change management plan, save enough budget to resource it all, and delay until the time is just right and the planets have lined up.

What's the real role of performance measurement? To serve the bureaucratic machine? To keep an eye on employees? To hold executives accountable? Does the role change depending on whose measuring and what they're measuring? I don't believe so. I believe that performance measurement's role is universally comprised of three specific things.

Robert, a Measure Up subscriber, asked how can you demonstrate results when your job is to make sure something doesn't happen. He's basically asking how can you measure what you want to prevent? ...

A common reason for avoiding performance measurement is that the culture isn't ready yet for KPIs. But the right process of performance measurement can be a fast-acting catalyst for culture change, bringing together purpose, focus, feedback, ownership, collaboration, learning and improvement more quickly and easily.