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Performance Metrics Inventory Database
/in Organizational Performance Measures, Premium/by Nathan IvesOver time, leaders can grow their performance measurement systems to include almost countless numbers of interrelated metrics. Ensuring these numerous metrics remain well aligned, their output quality and relationship integrity preserved, and their meaning well understood while continuing to be of value to executives, managers, and employees necessitates a method of inventorying the measures themselves and their underlying construction characteristics. In our experience, the optimal method for maintaining such an inventory is through the use of a centralized metrics inventory database.
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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.
Post System Implementation Challenges
/in Organizational Performance Measures, Premium/by Nathan IvesA performance measurement system’s complexity and organizational impact can bring with it many people, process, and technology challenges post implementation. For several months following a system go-live or significant upgrade, the organization adjusts its processes, procedures, and behaviors so to achieve the best possible reflected performance. This evolution is not without its costs or problems.
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Additional Resources
Numerous other StrategyDriven articles provide elaborating information on how to avoid/address many of the challenge points above including:
- Project Management Best Practice – Define Success First
- Organizational Performance Measures Best Practice – Use a Multidiscipline Team to Develop the Performance Measurement System
- Organizational Performance Measures Best Practice – Documenting Performance Measure Drivers
- Organizational Performance Measures Best Practice – Predefined and Reinforced Data Standards
- Organizational Performance Measures Best Practice – Get Data Directly from the Source
- Organizational Performance Measures Best Practice – Run New and Old Performance Measures in Parallel
- Organizational performance Measures Best Practice – Ad Hoc Reports First, Automated Metrics Second
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.
System Implementation Challenges
/in Organizational Performance Measures, Premium/by Nathan IvesOrganizational 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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Sign-up now for your FREE StrategyDriven Insights Library – Sample Subscription
In addition to receiving access to Organizational Performance Measures – System Implementation Challenges, you’ll help advance your career and business programs through anytime, anywhere access to:
Best of all, it’s FREE Forever with No Credit Card Required. |
Additional Resources
Numerous other StrategyDriven articles provide elaborating information on how to avoid/address many of the challenge points above including:
Principle
Best Practices
- 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
Warning Flag
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.
Use a Multidiscipline Team to Develop the Performance Measurement System
/in Organizational Performance Measures, Premium/by Nathan IvesOrganizational performance measurement systems are complex structures cascading vertically from the executive suite to the shop floor and stretching horizontally though many different functional workgroups. Consequently, the design of a performance measurement system takes on a high degree of complexity because of the numerous interrelationships between various organizational levels and workgroups and the cross-functional sharing of common metrics. Thus, it is important to employ a multidiscipline team to design the measurement system, one that includes representatives from all levels of the organization as well as each functional area.
Hi there! Gain access to this article with a StrategyDriven Insights Library – Total Access subscription or buy access to the article itself.
Subscribe to the StrategyDriven Insights Library Sign-up now for your StrategyDriven Insights Library – Total Access subscription for as low as $15 / month (paid annually). Not sure? Click here to learn more. |
Buy the Article Don’t need a subscription? Buy access to Organizational Performance Measures Best Practice 22 – Use a Multidiscipline Team to Develop the Performance Measurement System for just $2! |
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.