A weird thing happens in many organisations’ planning processes. They choose their strategic goals, then their strategic initiatives, then targets and then the KPI or performance measure. Often, there won’t even be a KPI or performance measure until after the plan is published.
We have lots of reasons not to measure performance: not enough time, not enough good data, not enough engagement from colleagues, not enough support from leaders, not enough clarity in our goals, not the right timing, and so on. These are all constraints. But they shouldn't be showstoppers.
To find the right performance measures, we must start with a clear definition of what a performance measure really is. How does your definition compare to this one? (more…...
Beth M. asks: "I have a lot to do everyday - how can you keep on top of KPI's in an efficient and timely way?" (more…)
In the article "Why 8 Weeks For a KPI Project?" I suggested that when you're using a new performance measurement methodology, like the PuMP Blueprint, your first few implementations will have more success if they are quick, focused and allow for unlearning of bad KPI habits.
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