Some governments and other organisations not driven by profit use versions of program logic or outcomes models. But just because they use a logic or outcome model, doesn't mean they automatically get great KPIs.

Too often we assume that performance measurement depends on technical systems, like a business intelligence system or dashboard application. But for performance measurement to become entrenched in how our organisations work, it's the non-technical systems that matter most.

A post from Guest author Louise Watson, licensed PuMP Consultant from Adura Strategy. I'm working in the Middle East with two Canadian companies with operations in Qatar, and I have been thinking about how the work I am doing with them has really put a spotlight on how the PuMP® Performance Measurement Blueprint can ...

We put so much effort into developing our performance measures (aka KPIs). It seems only natural to want them to be relevant and useful for a long time, to get the return on the effort we invested into their conception and implementation. So what is the ideal lifespan of a performance measure?

Mark Hocknell, PuMP Consultant, has worked in the area of performance measurement for about 10 years now. Prior to that, Mark's 15 years in senior management gave him plenty of experience as a user of measures, metrics, statistics, data, counts and numbers of all kinds. As business leaders, we know it's useful to inform our decis...

Imagine there is a universe of measures. It's the all-encompassing collection of anything an organisation happens to measure. Navigating through the universe of measures, to decide how, when, why and whether to use each of them, is a massively overwhelming task.

Hoarding is a disorder where people have incredible difficulty parting with possessions, or an incredible compulsion to acquire more possessions. They, and everyone close to them, drown in clutter. Are you a hoarder... of KPIs?

Call centres and technical support and help desk managers love to measure their staff. The belief is that when they can measure someone, they will have more control over the performance of the person or the work. But the control is an illusion...

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...

We want everyone in the organisation to align their results to the organisation's mission, vision and goals. How do you cascade strategy to create alignment? There are two very different ways.