Without evidence of an outcome, how can we know the outcome matters? And how can we know if a change initiative to impact that outcome is worth doing?

Research into KPI maturity in organisations is often based on self-assessment surveys. But how can executives in organisations with low KPI maturity accurately assess their KPI maturity?

There are too many examples of performance measures resulting in resentment, gaming, and even illegal behaviour. Why do we need KPIs? Or can we manage without them? (more…)

KPIs and performance measures are misunderstood and misused, mostly because they are not consistently defined. Here is a clear and practical definition of what KPIs and performance measures are. (more…)

Jerry Z. Muller is my new hero. He is author of The Tyranny of Metrics, where he introduces the concept of metric fixation. Basically, metric fixation is when you put the wrong measures to the wrong use for the wrong reasons.

Performance measurement is for every organisation or company, but not necessarily at any time. Sometimes it's better to quit before you start, to avoid making a big mess. (more…)

When you don't have the time and energy to take on a deliberate approach to developing great KPIs, these 3 hacks for better KPIs can quickly and easily improve the way you're measuring. (more…)

Which KPI methodology works best for your sector or industry or organisation size or culture? It's the wrong question. The right question is which KPI methodology works best at producing the right KPIs for your organisation's unique strategy.

A high-performance culture smooths the way to achieving organisational outcomes. And good measurement is the tipping point that smooths the way to creating a high-performance culture.

We all want to say we have a high-performance culture. But if you're relying on any of these bandaids to fix your performance culture, you're not going to get one. (more…)