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In my early years as a performance measurement practitioner, before Kaplan and Norton’s Balanced Scorecard was published and only just as organisations were waking up to the realisation they needed more performance information than the profit and loss statement, the most common way to choose performance measures was to hire the big consultancies to research and write a “this is what you need to measure” report.

Even after sifting through the hundreds of performance measure ideas to select the most critical to the business, very few of these measures ever made it into performance reports (let alone performance discussions).