We brainstorm KPIs and performance measures because it seems easy and fast. So why change to another KPI selection method? Because brainstorming isn't as easy and fast as we might think. (more…)

Your KPIs still suck not because you haven't found the right ones yet. It's because you're not deliberating creating them. (more…)

With three powerful questions, you can get from 50 to 5 KPIs, and end your KPI clutter once and for all. (more…)

The Bacon number is a measure of closeness to Kevin Bacon. Believe it or not, it has some useful applications in business. (more…)

How do you measure productivity when the scope or type of work changes all the time? Widgets per hour isn't the answer. (more…)

Does everyone agree with what your KPIs and performance measures are saying? If they're arguing, objectivity could be the problem. (more…)

If you take the right approach, you can meaningfully measure just about anything. But there are some things better left unmeasured. (more…)

When we use KPIs, their impact goes beyond our intention of monitoring our goals and reaching targets. Measures influence people's behaviour and the results of other measures. These influences can be unexpected and undesirable, so we must either mitigate them or choose another measure. ...

A relevant KPI measures direct evidence of your goal. It tells you the degree to which your goal is being achieved. But when you look closer, many KPIs fail to do this. It's because of three mistakes in how we design those KPIs.

Many organisations have a KPI mess: too many useless measures, not enough of the right measures, and little idea of exactly how many measures altogether. This mess is an unnecessary cost, and it’s not that hard to clean it up.