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Organizational Performance Measures Best Practice 26 – Eliminate Low-Value Metrics

StrategyDriven Organizational Performance Measures Best Practice ArticleOver time, organizational performance measurement systems can grow to include hundreds if not thousands of individual metrics. While each metric contributes some value in establishing the overall picture of performance, not all metrics offer equal value in doing so. Some metrics contribute so little value that they may be more costly and distracting than their value warrants. Consequently, executives and managers should consider eliminating these measures from the overall system.


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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 – System Implementation Challenges

StrategyDriven Organizational Performance Measures PrincipleOrganizational 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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Additional Resources

Numerous other StrategyDriven articles provide elaborating information on how to avoid/address many of the challenge points above including:

Principle

Best Practices

Warning Flag


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 22 – Use a Multidiscipline Team to Develop the Performance Measurement System

StrategyDriven Organizational Performance Measures Best Practice ArticleOrganizational 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.


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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 21 – Broad Communication

StrategyDriven Organizational Performance Measures ArticleA 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.


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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.