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Post System Implementation Challenges
A 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.
Organizational 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.
A performance metrics system is, in part, a communications mechanism conveying the organization’s performance against stated goals and in doing so reinforces leadership’s commitment to stated behaviors and results. To effectively achieve these objectives, performance measurement system communications must reach their intended audience. Too often, the organization’s metrics remain largely unobserved; residing on desktop computer dashboards or in binders tucked away in filing cabinets. Broad, direct, routine communication of performance measurement system’s output to those affecting the results is therefore necessary to achieve the reinforcement desired.
Top 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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