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Organizational Performance Measures Best Practice 24 – Diverse Metric Groupings

StrategyDriven Organizational Performance Measures Best PracticeWhen 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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About the Author

Nathan Ives, StrategyDriven Principal 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.

Organizational Performance Measures – It’s All Integrated

StrategyDriven Organizational Performance Measures ArticleData, data everywhere…

Almost everything done in the modern business world involves some sort of data transaction and/or creation. Transactions performed in one computer application often contribute to or initiate the generation of additional data in another system. It is from these interrelated data sets that performance metrics are derived. Consequently, the actions taken by an individual using one system can knowingly and unknowingly drive the behaviors of numerous others and influence performance measurement output.


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About the Author

Nathan Ives, StrategyDriven Principal 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.

Organizational Performance Measures Best Practice 20 – System Approval by the CEO

StrategyDriven Organizational Performance Measures Best Practice ArticleTop executives set the behavioral tone of an organization. These leaders, particularly the Chief Executive Officer (CEO), are not only responsible for establishing the organization’s vision, mission, values, and goals, but through their decisions, actions, and communications convey to the workforce their commitment to the achievement of these expectations. Such conveyance demands that these expectations also be programmatic embedded within the organization’s policies, procedures, standards, and performance measures. Therefore, it is crucial that the executive team approves, buys-in to, and reinforces the organizational performance measurement system so to ensure its credibility with the workforce at large.


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Additional Information

Additional information on driving organizational alignment and accountability through performance metrics can be found in:

Articles

StrategyDriven Podcasts

StrategyDriven Podcast – Video Edition

Whitepaper

Model


About the Author

Nathan Ives, StrategyDriven Principal 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.

Organizational Performance Measures Best Practice 14 – Run New and Old Performance Measures in Parallel

The outcomes of substantive change can seldom be fully anticipated; and changes to organizational performance measures are no exception. Performance measures drive executive and managerial decisions and personnel actions and, over time, shape these behaviors to achieve optimal results relative to the established measures. Thus, changes to performance measures serve to change behaviors in predictable and sometimes unpredictable ways.


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Organizational Performance Measures Best Practice 13 – Identify the Measures First

“Not everything that can be counted counts, and not everything that counts can be counted.”

Albert Einstein
Awarded the 1921 Nobel Prize in Physics, named Time’s Man of the Century in 1999, and best known for his conception of the theories of special and general relativity

Organizations today seem to have a never ending supply of performance measures. Our data rich environment feeds the need of many managers to have all things counted. Yet as Albert Einstein suggests, not everything that can be counted matters. And just because something is counted doesn’t make it important. Thus, not everything that is measurable should be assigned its own performance indicator; rather only those things that are truly important, whether currently counted or not, should be measured. The identification of performance measures should therefore start with the identification of the key factors critical to the organization’s success.


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Additional Information

The following StrategyDriven articles and whitepapers provide additional information on the identification of those performance measures important to the organization’s ongoing success:

Articles

StrategyDriven Podcast – Special Edition

Whitepaper

Resource – Book