There is a lot of focus on why we should measure performance. But are the consequences of having no KPIs, metrics or measures really all that bad? (more…)

A common reason for avoiding performance measurement is that the culture isn't ready yet for KPIs. But the right process of performance measurement can be a fast-acting catalyst for culture change, bringing together purpose, focus, feedback, ownership, collaboration, learning and improvement more quickly and easily.

You might have a KPIs, performance measures, metrics or indicators of success column in your strategic plan, but that doesn't necessarily mean what's in that column is doing any measuring.

OGSM needs a clearer distinction between its component terms of Objectives, Goals, Strategies and Measures, to avoid the usual problems of measuring strategy. (more…)

Activity measures are easier to identify and implement, but they aren't good proxies for outcome measures. Follow these 7 logical steps to move from activity to outcome measures.

Analytics doesn't magically produce insights from data like rabbits out of hats. To be worthwhile, analytics must be directed by deliberately chosen and strategically important business questions.

KPI reporting cadence and calculation cadence need some kind of synchronisation, but just because performance might be published monthly, doesn't mean all your KPIs should be measured monthly.

Quotas make us chase numbers as a substitute for fixing problems. That's the opposite of what good performance measurement should do. (more…)

Follow these 7 tips for selecting people into your Measures Team, for a smoother and faster road to meaningful KPIs. (more…)

Too often we feel paralysed in our search for the right KPIs. The best way to make progress toward the right measures of performance is to define "right" as the practical balance between strength with feasibility.