The building blocks of KPIs and performance measures is detectable evidence. And evidence is detectable when it is sensory. (more…)

Writing a good performance measure requires four essential parts to make it both understandable and implementable. (more…)

Many believe that we should measure the positive (what we want) rather than the negative (what we don't want). Should we always? (more…)

If your organisation's leaders write the strategic direction, but delegate the strategic KPI design, the strategy won't be executable. (more…)

Does this sound back-to-front to you? It's not. Knowing your results before you look for measures is the only way to get the measures you need. (more…)

One of the shortcuts we take with performance measurement is to adopt KPIs that already exist somewhere. But these shortcuts come with traps. (more…)

We cannot afford to measure everything. We have to be ruthless about what's worth measuring. And to be ruthless, goals must pass the Should, Can, Will test. (more…)

Too many organisations measure what they can, because the data is available. But how do you measure what you need, even if the data isn't yet available? (more…)

If you were to ask me the most common example of poor KPIs or performance measures, I’d probably have to say it’s activity measures, used as the easy alternative to outcome measures. (more…)

When we measure, there are consequences. Ask these questions so you can prevent unwanted unintended consequences triggered by your KPIs. (more…)