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Business Performance Assessment Program – Combination Assessments
Something is not right… performance seems okay but the organization is not moving forward, not learning, not developing, as it should. The spark of innovation, the passionate drive to excel is gone from the leadership team and workforce. Sales may be stagnate or declining. Or perhaps asset experience one too many failures to be considered normal.
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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.
No one knows what will happen in the future. There are, however, observable behaviors and interim results that serve as precursor markers signaling probable organizational outcomes. Performance indicators monitoring these precursors therefore provide early insight to likely outcomes; enabling leaders to proactively take those actions necessary to capitalize on opportunities and avoid undesired events. Thus, precursor indicators, particularly those focused on critical performance attributes, are of great value to the organization.
People naturally take pride and ownership of their work. This pride drives them to believe their approach is the right or, at least, the best method for performing the activity; often closing off any consideration of other methods.
Because resources are always limited and there is no free lunch, too much of any one thing can be bad.
Over 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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