Call me kitsch but I can't help myself: It's the start of another fresh, unadulterated new year that's pregnant with the promise that things can and will be better (THIS time) and so I offer to you these potential KPI resolutions for the new year ahead.

If you go looking for KPIs or performance measures, you'll often come across articles that debate the pros and cons of various measures, or that compare the merits of one measure to another. But don't be fooled: the search for the measures that are best for everyone is a search in futility.

It's obvious to most people why people who work in the strategy office, or even in quality or process improvement roles, need to have some degree of performance measurement skill. But that's not sufficient if your goal is to have a consistent approach to selecting performance measures throughout the organisation that keep everyone focused on what really matters in achieving the organisation's s...

One of the worst problems that makes strategic outcomes hard to measure is the excessive use of 'weasely' language. And you'll know what I mean if your strategy is full of words like efficiency, productivity, sustainability, or even performance outcomes.

The Balanced Scorecard was the turning point for measuring non-financial performance. But that doesn't mean it's a KPI performance measurement tool. (more…)

There are many, many symptoms of a broken performance measurement process, and while I don't particularly want to dwell too long on this topic, you might find it useful to have a quick reference list of most typical of these symptoms.

There are at least three good reasons why your authenticity as a performance measurement practitioner really matters. Do you know what they are? (more…)<...

You're not truly implementing performance measurement - nor getting the gains it will deliver - if you don't have your staff, your colleagues and your managers engaged. Nor do you have to wait until they are engaged before you get started! Adapting John Kotter's process for leading change, which he details in his book "Leading Change", here are 8 steps you can follow, as the performance lead...

If 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.

STACEY: Doug Hubbard, of Hubbard Decision Research, is an internationally recognized expert in the field of IT value, with over 18 years experience in IT management consulting including 10 years experience specifically in teaching organizations to use his AIE (Applied Information Economics) method. But today I'm talking to him about the challenge of getting practical measures w...