Wouldn't it be great to find KPIs that instantly inspire teams to execute strategy, reach targets and boost performance? Good luck with that. (more…)

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

If we try to introduce our colleagues to a better approach to measurement, but without the right preparation, it will backfire. (more…)

A high-leverage strategic change initiative promises so much more than an ordinary one. But what exactly defines high-leverage? (more…)

The tick-and-flick approach to reviewing KPIs, one at a time down the scorecard, won't ever reveal the insights about how to truly improve performance.

Buy-in is choice. Sign-off is obligation. Choice has loads more energy, that sustains itself longer, than does obligation. For buy-in to KPIs and performance measurement, people must be involved because they choose to, and not because they’re obliged to.

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. ...

It would be marvelous if all the data we needed for our KPIs was on tap: automatically collected, collated and captured, and ready to flow into graphs, reports and dashboards. Marvelous, but unlikely. Manual data doesn't have to be a drag.

No KPI can ever give you perfect evidence of your goals. But too often we overestimate how good a KPI needs to be, to be "right". The truth is, KPIs aren't ever "right". You just want to be sure they are "not wrong".

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.