A VETERAN OWNED SMALL BUSINESS | Call or text now for a FREE consultation: +1 (770) 765-3692 | 
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.
Hi there! Gain access to this article with a FREE StrategyDriven Insights Library – Sample Subscription. It’s FREE Forever with No Credit Card Required.
| Sign-up now for your FREE StrategyDriven Insights Library – Sample Subscription
In addition to receiving access to Organizational Performance Measures – Post System Implementation Challenges, you’ll help advance your career and business programs through anytime, anywhere access to:
Best of all, it’s FREE Forever with No Credit Card Required. |
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.
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.
All company functions are constrained by limited resources. As such, it is impossible for an organization to self assess every activity it performs. Therefore, business performance assessments need to be executed in a way that identifies the significant improvement opportunities at the lowest possible cost. One such approach is to do a thorough end-to-end review of a few occurrences of high value process.
Management observation programs generate a wealth of individual and workgroup performance data. All too often, workgroup managers view their employees job functions as being singularly unique and so don’t consider pooling their observation results with peers. Doing so, however, creates the possibility of identifying broader organizational trends that may be culturally driven and more economical to resolve with a single integrated initiative.
Business Programs