One of the hardest challenges in implementing better KPIs and measurement into an organisation is engaging the leaders and managers to care about measuring what matters.

Most performance measurement systems are never fully brought to life because of poor performance culture change management. The following prompts are a framework to design your performance measurement system, acknowledging that it is a change process, just like any other initiative your organisation faces in the spirit of continuous improvement and adaptation.

2 Stars -- It's not even half of the potential of the CPO The true potential of the Chief Performance Officer role is to be the leader of an organisation's or company's performance culture. In other words, the CPO leads people from top to bottom in the organisation to adopt evidence-based decision making, to measure what matters, and to use measures to guide the improvement ...

We all know that what you measure influences people's behaviour. So if you want people to collaborate to improve corporate performance, rather than compete to improve personal performance (often at the expense of corporate performance), measure for collaboration, not competition.

5 Stars -- For all manner of "How do I measure this?" challenges Some of the best reflections I took from Doug's book, How to Measure Anything, are these:

You hear it a lot, don't you? That you should only measure what you can control. Hogwash! The most powerful measures are those that track what you can only influence.

Let's take a closer look at how to measure to expand your influence - and get much more meaningful results.

Measuring what matters is more important than most things we do. Here are 21 ways to become more conscious of what you can stop doing, to make time for performance measurement. (more…...

As practitioners in the Land of Performance Measurement, we have our own version of Dorothy's 'Lions and tigers and bears' in the Land of Oz. We have activities, outputs and outcomes. Creatures that seem so much more frightening than they truly are, and mostly because we don't really understand whether and how we are supposed to measure them.

How fast you can get from "We need some measures," to "Wow, what a cool performance report!", the better. (more…)

It's time to take performance measurement and management seriously. We've wasted too many years playing around at the edges of measuring performance in our organisations. Debating over what kind of scorecard framework to use. Investing in dashboard software because of the bells and whistles and flashing traffic lights. Measuring things just because we ...