They're so hot right now, sparklines. They thankfully bring some sanity to performance dashboards (goodbye goofy gauges). But they do have a limitation no-one seems to be talking about. (more…)

There are still managers around who think that the way to make performance improve is to hit people over the head with KPIs or performance measures. We know they're doing far more harm than good, but what can we do to stop them?

Alessandro asks: "If I'd like to build a BI product from scratch, I need to define specific KPIs divided by industry in order to have just a "big-picture". Instead of asking people specific questions, are there any standard KPIs for each industry?"

With the help of Doug Hubbard, author of "How to Measure Anything", we'll explore why you can abandon the pursuit of perfectly accurate data and measures. (more…)

There is a LOT of information out there about how to develop KPIs and measure performance. Most of it is impractical, unproven or doesn't work. How do you find the good advice, then? (more…)

Vicki N asks "I am on a project to create an 'executive dashboard' of KPIs. An advisory board has been formed to guide this effort. How should I approach this so we don't end up with a laundry list of metrics that are not helpful/needed?"

When we get things wrong, it's not just our own time that gets wasted. Our customers often suffer too, and more than we are aware. It damages the relationship, and that affects the other results we want, like revenue or referalls. But what to do?

Just because you think performance measurement is the duck's guts, the best thing since sliced bread, the answer to your company's woes, doesn't mean you can expect everyone else to see it the same way.

IN THIS EPISODE: A Case Study Interview with Paul Barnett, Impact and Business Development Manager with CSIRO. (more…)

Andy M. asks: "Many of my colleagues work in what is often called a "considerative" area. They don't produce things. They assess evidence, form judgements, give opinions. They say the work is too complicated to be measured. I keep saying "If you can't measure it how do you know you're providing quality?" How can I convince them?"