When developing the picture of organizational performance, many leaders view their metrics in clusters aligned with the organization’s hierarchical structure. While logical, such groupings cannot capture the cross-functional nature of many business processes, systems, and applications. Consequently, the organization’s monitoring system may provide the appearance of healthy performance that is inconsistent with what managers know to exist. Regrouping organizational performance measures often reveals these known issues and brings to light other previously unseen improvement opportunities that can yield great value to the business.
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