One of the ways that people like to classify their KPIs and performance measures is by whether they are quantitative or qualitative. Should we do it? And if we do, are we doing it right? (more…)

My client D.K. asks: "What terminology can we use to understand the different types of performance measures and KPIs?" (more…)

They are the two most used measures for customer performance: customer satisfaction and customer complaints. But they aren't the most useful measures if you want to truly drive the success of your organisation or business.

Performance reports that are put together with two font styles – one for the normal text and one for the headings – aren’t just boring and monotonous to the eye. They are also hard to navigate, and make it quite a challenge to find the information you need rapidly and frustration-free.

As a self-confessed Lululemon addict, I've been following their website and blogs for a couple of years now. My interest is in their product (for my running and yoga wardrobe) but also in their business model. I noticed a few lead indicators of their recent public relations catastrophe that apparently they didn't.

Subscriber Sue asks: "My biggest challenge is that senior management doesn't want their strategy to be results focused or necessarily strategic - instead they focus on a plethora of new projects. How do you convince leadership of the importance of having a results-oriented strategy and making it measurable?"

It's the people I met at the Strategic Performance & Change Management Summit in Atlanta in March 2013 that left the biggest impression on me. Here's what they taught me about the change process that underpins strategy and performance work...

Measure Up subscriber Ben is a performance professional in a large private sector company, with this question: "How do we embed measurement in an organisation without creating red tape?"

Where can I find KPIs for brand management? What are the right KPIs for machine reliability? What are some good governance measures? If you're shopping for off-the-shelf KPIs, from KPI libraries or KPI lists, there are dangers in this approach that deliberately designed KPIs don't have. 

Some habits are so powerful, that by focusing on them alone you can start a ripple-effect of other good habits with very little effort. These are called keystone habits by Charles Duhigg, author of "The Power of Habit". There's some suggestion that measuring performance is one of these keystone habits.