Three Types of Performance Measure Relationships
November 4, 2009 by Stacey Barr | Leave a CommentIf 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.
Filed Under:
Aligning, Cascading & Linking
What’s So Special About Lead Indicators?
October 19, 2009 by Stacey Barr | Leave a CommentMost performance measures or KPIs tell you what happened. But if we're really going to manage 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.
Five Reasons Executives Support Performance Measurement
July 7, 2009 by Stacey Barr | Leave a CommentThere are some very good reasons why managers and executives DO give time and resources to performance measurement. And understanding these reasons is your key to reframing the value that performance measurement can have for the manager or executive who so far has no interest in supporting it.
Filed Under:
Aligning, Cascading & Linking, Getting Buy-in, Getting Executive Support
Measure For Collaboration, Not Competition
May 4, 2009 by Stacey Barr | Leave a CommentActivities, Outputs and Outcomes! Oh My!
February 3, 2009 by Stacey Barr | Leave a CommentAs 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.
How Would Santa Claus Measure His Performance?
December 16, 2008 by Stacey Barr | Leave a CommentDOWNLOAD: Are you cascading your strategy, or fragmenting it?
June 28, 2005 by Stacey Barr | Leave a CommentThe typical approach executive teams use to cascade, or roll out or decompose or align, their strategic direction is:
- produce a clear set of goals, objectives, critical success factors or a scorecard
- then get each departmental or functional manager to take this onboard and customize it for their part of the organisation.
Filed Under: Aligning, Cascading & Linking, DOWNLOADS
5 Stars -- Simply & lucidly: the basics of performance measurement
What I like most about this little book is the simplicity and lucidity with which it demonstrates what performance measurement is fundamentally about. Embedded within a fictional but entirely realistic story about one company's discovery of performance measurement, is a straightforward methodology for designing and...Connect with Stacey
Haven’t found what you’re looking for? Want more information? Fill out the form below and I’ll get in touch with you as soon as possible.
[gravityform id="1" title="false"] *We respect your email privacy.167 Eagle Street,
Brisbane Qld 4000,
Australia
ACN: 129953635
Director: Stacey Barr