Stephen Few's arguments about dashboard gauges and dials can be summed up nicely in his own words: they "say little and do so poorly". Agreed. But there's one specific reason that gauges and dials totally suck when it comes to KPIs.

I'm teaching the Melbourne PuMP Blueprint Workshop this week, and today's content included how to make your goals more measurable. One of the lovely participants in the workshop (thanks Steve!) showed me this video presented by Gerard Braud, at the International Association of Business Communicators 2012 World Conference: "

One of the ways that people like to classify their KPIs and performance measures is by whether they are quantitative or qualitative. Should we do it? And if we do, are we doing it right? (more…)

My client D.K. asks: "What terminology can we use to understand the different types of performance measures and KPIs?" (more…)

They are the two most used measures for customer performance: customer satisfaction and customer complaints. But they aren't the most useful measures if you want to truly drive the success of your organisation or business.

Performance reports that are put together with two font styles – one for the normal text and one for the headings – aren’t just boring and monotonous to the eye. They are also hard to navigate, and make it quite a challenge to find the information you need rapidly and frustration-free.

As a self-confessed Lululemon addict, I've been following their website and blogs for a couple of years now. My interest is in their product (for my running and yoga wardrobe) but also in their business model. I noticed a few lead indicators of their recent public relations catastrophe that apparently they didn't.

Subscriber Sue asks: "My biggest challenge is that senior management doesn't want their strategy to be results focused or necessarily strategic - instead they focus on a plethora of new projects. How do you convince leadership of the importance of having a results-oriented strategy and making it measurable?"

It's the people I met at the Strategic Performance & Change Management Summit in Atlanta in March 2013 that left the biggest impression on me. Here's what they taught me about the change process that underpins strategy and performance work...

Measure Up subscriber Ben is a performance professional in a large private sector company, with this question: "How do we embed measurement in an organisation without creating red tape?"