Too often, creation and maintenance of organizational performance measures becomes an administrative exercise accompanied by lifeless, mundane monthly review meetings. Real ownership of a performance measure means an individual is not only accountable for the performance indicated but is dedicated to improving that performance over time. Such ownership seldom exists when performance measures are assigned based on what appears to be a reasonable or logical association. Rather, true ownership occurs when performance measure inputs are assessed and responsibility and accountability deliberately assigned to the individual or work group whose actions and decisions most significantly affect the indicated performance. And as all accountabilities, ownership of performance measures should be documented and communicated to the respective owners.
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