Reviewing KPIs, one after the other, won't lead to lasting performance improvements. KPIs are interdependent, and should be reviewed collectively. (more…)
In an organisation that has a very broad geographic spread, how can we easily and quickly get remote teams engaged in developing KPIs they feel ownership of? (more…)
Balanced Scorecard Strategy Maps are popular but is a Strategy Map or Results Map better to map and communicate strategy? (more…)
Most organisations have lame corporate KPIs. They don't align to strategy, give evidence of impact, or offer actionable feedback. If they can't do these things, they can't really be called corporate KPIs!
It's not uncommon, in larger organisations particularly, for the senior leaders to write the strategic goals, then delegate the design of the KPIs for those goals to the strategy and performance people. And the result is a lot of wasted time for a set of KPIs no-one really owns.
Measure Up reader, Kenneth, works in a hospital and has this measurement challenge: "Different people want to follow up on different things. The nurses, for example, think it is crucial to follow up on how many phone calls they answer. I reckon it is because they want evidence to show management how they spend their time at work. But I do not think this is a critical KPI or success fac...
To arrive at a universally accepted terminology for performance measurement, like 'KPI', we first must understand the core concepts we are trying to name. (more…)
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