Break outdated and useless KPI habits by using memes that are quick and easy ways to remember the principles to meaningfully measure performance. (more…)

You're not truly implementing performance measurement - nor getting the gains it will deliver - if you don't have your staff, your colleagues and your managers engaged. Nor do you have to wait until they are engaged before you get started! Adapting John Kotter's process for leading change, which he details in his book "Leading Change", here are 8 steps you can follow, as the performance lead...

Whether you're an executive looking for the right person to lead your corporate performance measure implementation, or you're a strategy or performance professional wanting to position yourself as a performance measurement expert, you need to understand what mastery in the field of performance measurement looks like. You need to be able to recognise someone who possesses this mastery.

Performance measures aren’t doing their best work when you treat them as a tick-and-flick monitoring tool. They are only giving you one angle on performance. Often the insights you need will come from a richer story that needs more characters to give a fuller picture.

One of the worst problems that makes strategic outcomes hard to measure is the excessive use of 'weasely' language. And you'll know what I mean if your strategy is full of words like efficiency, productivity, sustainability, or even performance outcomes.

If you leave your selection of change management metrics to chance, you leave the success of your change initiative to chance as well. So don't resort to shopping lists of change metrics - here's how to design the measures you really need.

When you struggle to find meaningful measures for your strategic goals, there are a few problems that have to be fixed. I've written passionately and prolifically about how weasel words make goals immeasurable. And there's another problem too, called multi-focus. Multi-focus is when we blend several performance results into a single goal statem...

When we integrate a better performance measurement approach into the strategy processes we already have, we can make those processes work so much better, to truly achieve our strategic direction.

In the early 1990s, the Balanced Scorecard revolutionised how organisations thought about strategy. But its four perspectives are now too limiting for the era of ESG. (mo...

Avoiding business jargon helps to set goals that can be achieved and measured. That's the topic of this Harvard ManageMentor video with Stacey Barr.