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Human Performance Management Best Practice 13 – Independent Verification

StrategyDriven Human Performance Management Best Practice ArticleRecent industrial accidents remind us of the critical importance of proper equipment operation. While some operational errors result in immediate negative impacts, the consequence of other errors may be delayed for a time.


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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.

StrategyDriven Alternative Selection Best Practice Article

Alternative Selection Best Practice 3 – Reality Check

Just because the numbers look good doesn’t mean you should move forward with the initiative.

Leaders often face the dilemma of having numerous attractive initiative options to pursue when developing their strategic plans. Many of these options are provided by an eager and engaged workforce; individuals who diligently examine the proposed opportunity, associated costs, and make the strong case for pursuing these cost saving and/or profitable efforts. However, it is the responsibility of the leadership team to perform a reality check on these proposals in two ways. First, is a critical questioning of the numbers to ensure the real-world appropriateness of the assumptions used and the numbers presented. Second, is the assessment of whether the proposal can be executed considering the organization’s resources and capabilities.


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StrategyDriven Alternative Selection Best Practice Article

Alternative Selection Best Practice 2 – Evaluate Everything

All business operations consume a portion of the organization’s limited resources and each presents its own value proposition. However, the strategic planning process often only considers newly presented initiatives and available resources in excess of those consumed by core business processes and previously approved ongoing initiatives. Such practices prevent organization leaders from considering the return on investment of emerging opportunities relative to those established functions; returns on investment that could be far more significant at equal or lesser risk. In order to recognize and be positioned to act on these truly game changing opportunities an organization’s leaders must evaluate all business operations and initiatives during its alternative selection process.


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StrategyDriven Evaluation and Control Program Best Practice Article

Evaluation and Control Program Best Practice 2 – Measure Against Excellence

In this hyper-competitive business world there are no points for second place. Companies not achieving excellence in key performance areas as defined by their chosen market often find themselves driven to irrelevancy by competitors and in danger of going out of business. Subsequently, organization leaders must know how their company performs against standards of excellence in the key areas to be able to make the investment decisions necessary to remain competitive.


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