Organizational performance measurement systems are complex constructs that significantly impact leadership decisions, employee behaviors, and management processes and systems. Consequently, there are often many people, process, and technology challenges associated with the implementation or significant upgrade of such monitoring systems. By understanding these potential risks, leaders can put in place mitigating instruments to reduce the overall organizational impact and increase the likelihood that the new measurement system will be accepted and have the desired positive impact on performance.
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Numerous other StrategyDriven articles provide elaborating information on how to avoid/address many of the challenge points above including:
- Organizational Performance Measures Best Practice – Predefined and Reinforced Data Standards
- Organizational Performance Measures Best Practice – Documenting Performance Measure Drivers
- Organizational Performance Measures Best Practice – One Source of the Truth
About the Author
Nathan Ives is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.
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