Entries by Nathan Ives

The New Thinking on KPIs, part 4 of 4

Removing the lead / lag confusion Many management books talk about “lead and lag indicators” which I believe merely clouds the KPI debate. Using this new way of looking at KPIs we dispense with the terms lag (outcome) and lead (performance driver) indicators. I have presented to nearly two thousand people on KPIs and I […]

The New Thinking on KPIs, part 3 of 4

The four types of performance measures I have come to the conclusion that there are four types of performance measures, as shown in Figure 3. This conclusion has come from: the research I have conducted; workshop feedback across diverse industries; and as a by-product of writing my book “Key Performance Indicators – developing, implementing and […]

StrategyDriven Podcast Episode 5 – Introduction to Organizational Performance Measures

StrategyDriven Podcast Episode 5, Introduction to Organizational Performance Measures, serves as a foundation for the upcoming series of podcasts on the best practices associated with organizational performance measures.

Organizational Accountability – Pillars of Accountability

Building an accountable organization can be a long and arduous task; renovating an entitlement organization even more difficult. During this construction project, many able builders will be lost, the victims of a harsh environment that naturally exists between the competent who seek the rightfully earned rewards of performance-based accountability and the low performers struggling to hold on to their positions of power and the accompanying easy life organizational indifference and years of clock-punching bestowed upon them.

Resource Management Warning Flag 2 – Parkinson’s Law

There exists a tendency among workers to use all of the time allotted to perform a task even if the work can be done in a shorter period of time. Some organizations, through high accountability and managerial engagement, minimize the amount of lost time caused by unnecessary work expansion. In other organizations, however, a lack of managerial oversight and reinforcement of high performance standards allows the Thieves of Time to rob the organization of precious productivity.