LDRSHIP is an acronym for the seven core values of the U.S. Army: Loyalty, Duty, Respect, Selfless service, Honor, Integrity, and Personal courage. These principles were instilled in me during my eight years in the U.S. Army Infantry, and later in my career as a Drill Sergeant. These values were foundational to many of my […]
Data access frequently challenges metric developers. Consequently, they may resort to using the most readily available performance data; data that can be obtained through a user defined production application query and downloaded into a Microsoft Excel spreadsheet or Access database.
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https://www.strategydriven.com/wp-content/uploads/Production.jpg285425Nathan Iveshttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngNathan Ives2014-04-22 06:29:212020-10-24 16:02:02Direct Use of Production System Data for Organizational Performance Measures
Have you ever given a presentation to a large group, looked out at your audience and wondered what they were thinking? If you give presentations for a living, you probably have a number of techniques to take your audience’s pulse, such as asking for a show of hands or opening the session up for questions […]
https://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.png00StrategyDrivenhttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngStrategyDriven2014-04-16 11:19:082016-01-30 22:14:37Audience Mind-Meld: Real-Time Data Makes It Possible
Are we doing things right? Are we doing the right things? Peter Fingar, co-author of Business Process Management: The Third Wave, then asks these measurement corollaries in his 2013 article “How Do Your BPM Metrics Measure Up?” Are we measuring things right? Are we measuring the right things? But what are these right measurements? John […]
https://www.strategydriven.com/wp-content/uploads/ShelleySweet.jpg484348StrategyDrivenhttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngStrategyDriven2014-04-16 06:19:542016-08-08 15:25:18Do Your Business Process Metrics Measure Up?
While two or more things may be truly the same, people may attempt to characterize them as being different; drawing attention to characteristics or features that are either exactly or materially the same. These individuals seek to draw a distinction between the subject items where no difference exists.
https://www.strategydriven.com/wp-content/uploads/DistinctionDifference.jpg565849Nathan Iveshttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngNathan Ives2014-04-15 06:09:052018-12-25 15:26:08Decision-Making Warning Flag 1d – Distinction Without a Difference
Let’s see how many of us have been involved in this type of conversation: Strategy Consultant: “Do you have a Strategic Plan?” C-Level Client: “Absolutely!” Strategy Consultant: “Oh, great! May I see it?” C-Level Client: “Of course! Let me get it… Here you go.” Strategy Consultant: “OK, thanks.” (30 seconds pass) Strategy Consultant: “Umm, this […]
https://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.png00StrategyDrivenhttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngStrategyDriven2014-04-11 06:25:322016-05-13 19:57:07A Budget Does Not A Strategy Make!
If there is one thing we have learned through the economic twists and turns of the past decade, it is that people make our companies run. Even at the depths of the economic downturn with the high unemployment rate of 9.9 percent, there were 3.8 million jobs in the US that went unfilled for more […]
https://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.png00StrategyDrivenhttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngStrategyDriven2014-04-10 06:04:412016-05-03 20:40:30What Your Office Says About Your Company (And Why You Should Care)
Failing to adequately prepare for adverse events places an organization at significant risk. Indeed, such shortcomings have contributed to the fall of nations, demise of companies, and severe injury and death of countless people. Yet despite all of the evidence, many organizations today remain unprepared to deal with catastrophic events.
A recent Gallup poll revealed that only 30 percent of employees are actively engaged at work, and 18 percent are actually actively disengaged. Disengaged and distracted employees cost businesses money as they ‘sleepwalk’ through their workday, bringing little energy or passion to the table. Making matters worse, actively disengaged employees are more than unhappy at […]
https://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.png00StrategyDrivenhttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngStrategyDriven2014-04-02 11:28:552016-01-30 22:42:12The Four Vs of Employee Motivation: Velocity, Visibility, Value, and Valor
Constructively critical business performance assessments often present executives and managers with a difficult to accept performance message. While intended to improve overall organizational performance, leaders may take these assessments as an affront to their authority or condemnation of their performance and some leaders may even retaliate against assessors. Additionally, lead assessors and team members seeking to gain the approval of those executives and managers who may positively influence their careers might themselves be overly concerned about the evaluation’s messaging.
https://www.strategydriven.com/wp-content/uploads/CrossedFingers.jpg565849Nathan Iveshttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngNathan Ives2014-04-01 06:15:042018-12-16 18:51:29Business Performance Assessment Program Warning Flag 6 – Massaging the Message for the Boss
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Building Trust Develops Team Cohesiveness
/in Management & Leadership/by Jason LevesqueLDRSHIP is an acronym for the seven core values of the U.S. Army: Loyalty, Duty, Respect, Selfless service, Honor, Integrity, and Personal courage. These principles were instilled in me during my eight years in the U.S. Army Infantry, and later in my career as a Drill Sergeant. These values were foundational to many of my […]
Direct Use of Production System Data for Organizational Performance Measures
/in Organizational Performance Measures, Premium/by Nathan IvesAudience Mind-Meld: Real-Time Data Makes It Possible
/in Business Communications, Practices for Professionals/by Sheila HuraHave you ever given a presentation to a large group, looked out at your audience and wondered what they were thinking? If you give presentations for a living, you probably have a number of techniques to take your audience’s pulse, such as asking for a show of hands or opening the session up for questions […]
Do Your Business Process Metrics Measure Up?
/in Organizational Performance Measures, Process Management/by Shelley SweetAre we doing things right? Are we doing the right things? Peter Fingar, co-author of Business Process Management: The Third Wave, then asks these measurement corollaries in his 2013 article “How Do Your BPM Metrics Measure Up?” Are we measuring things right? Are we measuring the right things? But what are these right measurements? John […]
Decision-Making Warning Flag 1d – Distinction Without a Difference
/in Business Performance Assessment Program, Decision-Making, Premium/by Nathan IvesWhile two or more things may be truly the same, people may attempt to characterize them as being different; drawing attention to characteristics or features that are either exactly or materially the same. These individuals seek to draw a distinction between the subject items where no difference exists.
A Budget Does Not A Strategy Make!
/in Strategic Planning/by James M. KerrLet’s see how many of us have been involved in this type of conversation: Strategy Consultant: “Do you have a Strategic Plan?” C-Level Client: “Absolutely!” Strategy Consultant: “Oh, great! May I see it?” C-Level Client: “Of course! Let me get it… Here you go.” Strategy Consultant: “OK, thanks.” (30 seconds pass) Strategy Consultant: “Umm, this […]
What Your Office Says About Your Company (And Why You Should Care)
/in Corporate Cultures/by Kristine WoolseyIf there is one thing we have learned through the economic twists and turns of the past decade, it is that people make our companies run. Even at the depths of the economic downturn with the high unemployment rate of 9.9 percent, there were 3.8 million jobs in the US that went unfilled for more […]
Risk Management Warning Flag 2 – Normalcy Bias
/in Premium, Risk Management/by Nathan IvesFailing to adequately prepare for adverse events places an organization at significant risk. Indeed, such shortcomings have contributed to the fall of nations, demise of companies, and severe injury and death of countless people. Yet despite all of the evidence, many organizations today remain unprepared to deal with catastrophic events.
The Four Vs of Employee Motivation: Velocity, Visibility, Value, and Valor
/in Management & Leadership/by David JonesA recent Gallup poll revealed that only 30 percent of employees are actively engaged at work, and 18 percent are actually actively disengaged. Disengaged and distracted employees cost businesses money as they ‘sleepwalk’ through their workday, bringing little energy or passion to the table. Making matters worse, actively disengaged employees are more than unhappy at […]
Business Performance Assessment Program Warning Flag 6 – Massaging the Message for the Boss
/in Business Performance Assessment Program, Premium/by Nathan IvesConstructively critical business performance assessments often present executives and managers with a difficult to accept performance message. While intended to improve overall organizational performance, leaders may take these assessments as an affront to their authority or condemnation of their performance and some leaders may even retaliate against assessors. Additionally, lead assessors and team members seeking to gain the approval of those executives and managers who may positively influence their careers might themselves be overly concerned about the evaluation’s messaging.