Organizational performance measurement systems are complex constructs that significantly impact leadership decisions, employee behaviors, and management processes and systems. Consequently, there are often many people, process, and technology challenges associated with the implementation or significant upgrade of such monitoring systems. By understanding these potential risks, leaders can put in place mitigating instruments to reduce the overall organizational impact and increase the likelihood that the new measurement system will be accepted and have the desired positive impact on performance.
Little Red Book of Sales Answers: 99.5 Real World Answers That Make Sense, Make Sales, and Make Money by Jeffrey Gitomer About the Book Little Red Book of Sales Answers by Jeffrey Gitomer addresses the questions all sales people ask, particularly those questions holding them back from making the sales and the money they should. […]
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When developing the picture of organizational performance, many leaders view their metrics in clusters aligned with the organization’s hierarchical structure. While logical, such groupings cannot capture the cross-functional nature of many business processes, systems, and applications. Consequently, the organization’s monitoring system may provide the appearance of healthy performance that is inconsistent with what managers know to exist. Regrouping organizational performance measures often reveals these known issues and brings to light other previously unseen improvement opportunities that can yield great value to the business.
The Strategist: Be the Leader Your Business Needs by Cynthia Montgomery About the Book The Strategist by Cynthia Montgomery challenges readers to ask “Am I a strategist?” and goes on to provide illustrated examples and insights into the skills and sensibilities all senior leaders must possess in order to guide their organization to ongoing growth […]
Performance measurement systems monitor the behaviors and results of the organization’s workgroups and, in some cases, individuals; providing periodic reinforcement of the achievement of desired outcomes. This reinforcement can only occur when an individual understands his/her role as associated with a metric and receives and understands the associated performance information. Such role designation and communication is fostered through development of a RACI matrix specifically associated with each performance measure within the system.
The 4 Disciplines of Execution: Achieving Your Wildly Important Goals by Jerry Weissman About the Book The 4 Disciplines of Execution provides the steps needed to repeatably translate one’s business strategy into the day-to-day activities instrumental to realizing organizational goals. These disciplines include: Focus on the Wildly Important – Give your best effort to those […]
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Leaders seeking further career development and advancement covet initiatives; sometimes resulting in the creation of projects to satisfy an individual’s need rather than an organizational one.
https://www.strategydriven.com/wp-content/uploads/iStock_000005208564XSmall.jpg282425Nathan Iveshttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngNathan Ives2013-05-14 06:10:372019-05-01 17:16:04Alternative Selection Warning Flag 2 – An Initiative for Every Executive
Leaving On Top: Graceful Exits for Leaders by David Heenan About the Reference Leaving On Top by David Heenan examines the exits of large corporate C-level executives; identifying the several actions common to graceful departures. David shares ten lessons from successful transitions including: Know thyself Know thy situation Take risks Keep good company Check your […]
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While we voice concerns about debt and spending, we also need to be mindful of the state of employers, particularly small business and their struggles to remain competitive and viable. Statistically small business, employers of at least 50 percent of our workforce, are struggling, and eager to get your business. They are begging to serve […]
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All employees need to feel their work contributes to and is valued by the organization. While leaders may express appreciation for an individual or group’s work effort, resource management programs sometimes unintentionally marginalize employee contributions. Doing so causes employee dissatisfaction, burnout, and unwanted attrition. Resource management and strategic planning programs must therefore be carefully constructed so as to not unintentionally marginalize employee effort.
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System Implementation Challenges
/in Organizational Performance Measures, Premium/by Nathan IvesOrganizational performance measurement systems are complex constructs that significantly impact leadership decisions, employee behaviors, and management processes and systems. Consequently, there are often many people, process, and technology challenges associated with the implementation or significant upgrade of such monitoring systems. By understanding these potential risks, leaders can put in place mitigating instruments to reduce the overall organizational impact and increase the likelihood that the new measurement system will be accepted and have the desired positive impact on performance.
Recommended Resources – Little Red Book of Sales Answers
/in Marketing & Sales, Recommended Resources/by StrategyDrivenLittle Red Book of Sales Answers: 99.5 Real World Answers That Make Sense, Make Sales, and Make Money by Jeffrey Gitomer About the Book Little Red Book of Sales Answers by Jeffrey Gitomer addresses the questions all sales people ask, particularly those questions holding them back from making the sales and the money they should. […]
Diverse Metric Groupings
/in Organizational Performance Measures, Premium/by Nathan IvesWhen developing the picture of organizational performance, many leaders view their metrics in clusters aligned with the organization’s hierarchical structure. While logical, such groupings cannot capture the cross-functional nature of many business processes, systems, and applications. Consequently, the organization’s monitoring system may provide the appearance of healthy performance that is inconsistent with what managers know to exist. Regrouping organizational performance measures often reveals these known issues and brings to light other previously unseen improvement opportunities that can yield great value to the business.
Recommended Resources – The Strategist
/in Recommended Resources, Strategic Planning/by StrategyDrivenThe Strategist: Be the Leader Your Business Needs by Cynthia Montgomery About the Book The Strategist by Cynthia Montgomery challenges readers to ask “Am I a strategist?” and goes on to provide illustrated examples and insights into the skills and sensibilities all senior leaders must possess in order to guide their organization to ongoing growth […]
RACI Matrix
/in Organizational Performance Measures, Premium/by Nathan IvesPerformance measurement systems monitor the behaviors and results of the organization’s workgroups and, in some cases, individuals; providing periodic reinforcement of the achievement of desired outcomes. This reinforcement can only occur when an individual understands his/her role as associated with a metric and receives and understands the associated performance information. Such role designation and communication is fostered through development of a RACI matrix specifically associated with each performance measure within the system.
Recommended Resources – The 4 Disciplines of Execution
/in Recommended Resources, Strategic Planning, Tactical Execution/by StrategyDrivenThe 4 Disciplines of Execution: Achieving Your Wildly Important Goals by Jerry Weissman About the Book The 4 Disciplines of Execution provides the steps needed to repeatably translate one’s business strategy into the day-to-day activities instrumental to realizing organizational goals. These disciplines include: Focus on the Wildly Important – Give your best effort to those […]
Alternative Selection Warning Flag 2 – An Initiative for Every Executive
/in Alternative Selection, Premium, Strategic Planning/by Nathan IvesLeaders seeking further career development and advancement covet initiatives; sometimes resulting in the creation of projects to satisfy an individual’s need rather than an organizational one.
Leaving On Top
/in Recommended Resources, Succession & Succession Planning/by StrategyDrivenLeaving On Top: Graceful Exits for Leaders by David Heenan About the Reference Leaving On Top by David Heenan examines the exits of large corporate C-level executives; identifying the several actions common to graceful departures. David shares ten lessons from successful transitions including: Know thyself Know thy situation Take risks Keep good company Check your […]
StrategyDriven Editorial Perspective – The Ugly Truth About Partisan Public Project Labor Agreements
/in StrategyDriven Editorial Perspective/by Wendy PowellWhile we voice concerns about debt and spending, we also need to be mindful of the state of employers, particularly small business and their struggles to remain competitive and viable. Statistically small business, employers of at least 50 percent of our workforce, are struggling, and eager to get your business. They are begging to serve […]
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Resource Management Warning Flag 3 – Marginalizing Employee Contributions
/in Premium, Resource Management/by Nathan IvesAll employees need to feel their work contributes to and is valued by the organization. While leaders may express appreciation for an individual or group’s work effort, resource management programs sometimes unintentionally marginalize employee contributions. Doing so causes employee dissatisfaction, burnout, and unwanted attrition. Resource management and strategic planning programs must therefore be carefully constructed so as to not unintentionally marginalize employee effort.