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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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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 19 – Diverse Measurement Mechanisms

Diverse Measurement MechanismsOrganizational performance measure output informs management decisions and drives workforce behaviors. As errant data may result in misdirected effort and highly adverse outcomes, it is extremely important that performance measure output be as accurate as possible.


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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 18 – Ad Hoc Reports First, Automated Metrics Second

Organizational Performance Measures Best Practice - Ad Hoc Reports First, Metrics SecondChange is difficult. Value illusive. Implementation of new organizational performance measures represents both change and sought after value, either of which can render the time and resources spent creating the new measures worthless. Consequently, it is incumbent upon those seeking to introduce the new measures to effectively test for acceptance and value contribution before committing the significant time and resources required for their development and implementation.


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Organizational Performance Measures Best Practice 17 – Annual Alignment Review

Alignment of the key performance indicator systemJust as a well-developed organizational performance measurement system helps align an organization to the efficient achievement of its goals, a misaligned performance measurement system diverts focus and resources toward non-value-adding activities. Over time, existing projects finish and new initiatives begin; requiring performance measures within the system be changed. While these alterations are intended to support continued, effective business operation, they are often performed without a holistic view of the system and may have unintended adverse impacts. Therefore, it is prudent to conduct a holistic performance measurement system evaluation with frequency that is regular enough to minimize the damage misalignment can cause without being so frequent as to become overly burdensome.


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Organizational Performance Measures Best Practice 15 – Map Performance Measure Ownership

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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