If your organisation's leaders write the strategic direction, but delegate the strategic KPI design, the strategy won't be executable. (more…)

Reviewing KPIs, one after the other, won't lead to lasting performance improvements. KPIs are interdependent, and should be reviewed collectively. (more…)

To arrive at a universally accepted terminology for performance measurement, like 'KPI', we first must understand the core concepts we are trying to name. (more…)

In an organisation that has a very broad geographic spread, how can we easily and quickly get remote teams engaged in developing KPIs they feel ownership of? (more…)

Balanced Scorecard Strategy Maps are popular but is a Strategy Map or Results Map better to map and communicate strategy? (more…)

The Results Map is the best foundation to measure what matters across the entire organisation, meaningfully, logically, and systemically. (more…)

Most organisations have lame corporate KPIs. They don't align to strategy, give evidence of impact, or offer actionable feedback. If they can't do these things, they can't really be called corporate KPIs!

Too often we assume that performance measurement depends on technical systems, like a business intelligence system or dashboard application. But for performance measurement to become entrenched in how our organisations work, it's the non-technical systems that matter most.

Measure Up reader, Kenneth, works in a hospital and has this measurement challenge: "Different people want to follow up on different things. The nurses, for example, think it is crucial to follow up on how many phone calls they answer. I reckon it is because they want evidence to show management how they spend their time at work. But I do not think this is a critical KPI or success fac...