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About the Author
David Parmenter is author of Key Performance Indicators: Developing, Implementing, and Using Winning KPIs. David is an internationally renowned speaker, author, and advisor known for his work in the development of performance measurement systems that transforms these reports into a decision-making tool. He is a Fellow of the Institute of Chartered Accountants in England and has delivered workshops to thousands of executives and managers around the world. To read David’s complete biography, click here.
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The value of organizational performance measures isn’t simply that they inform leaders and individual contributors of past and present state performance; rather, the power of performance measures comes from the actions they drive to improve future results. Therefore, organizational performance measures are most effective when they indicate when specific actions should take place. Predefined thresholds accomplish this objective.
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Additional information regarding the organizational performance measure thresholds can be found in the StrategyDriven whitepaper series Organizational Performance Measures.
One of the greatest challenges managers and CEOs face is effectively communicating with their employees, clients and stakeholders. Whether by email, phone call or conference room presentation, the corporate world is inundated with more communication input than ever before. We’ve all become complacent to the noise. We’ve all heard it before, but it bears repeating: a key player in the communications challenge is the PowerPoint presentation. This presentation go-to is often a crutch that leads to glazed eyes, big yawns and undeniable apathy. Let’s look at how we got to this point.
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Corey Sommers is Co-Founder and Chief Marketing Officer of WhiteboardSelling, a provider of tools, best practices and technologies that enable field personnel to communicate and demonstrate core business value propositions to C-level buyers in a confident, compelling and consistent fashion… all without slides. Corey has more than 15 years experience in sales and channel enablement, account manager certification and training, and competitive intelligence. He is passionate about bridging the gap between marketing and sales within large organizations. Prior to founding WhiteboardSelling, he developed and executed VMware’s channel enablement strategy globally, across VARs, OEMs, Distributors, ISVs, and Corporate Reseller channel segments. He had shared responsibility for sales enablement and training for BMC Software’s world-wide direct sales organization. Corey also founded Ventaso, a leading provider of sales-ready messaging software and tools. To read Corey’s complete biography, click here.
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Having grown up in western New York in the 1950s and ’60s, I have memories of family vacations spent at destinations like Niagara Falls. Although the Falls themselves were indeed magnificent, equally memorable for a 10-year-old was the soot from nearby factories that accumulated on the porch furniture, requiring that we cleaned the furniture daily, lest we ruin our clothes. The accompanying stench was also something to experience. I still remember asking why, in a place of such natural beauty and splendor, did it have to be so polluted? The answer, accepted wisdom in those days, was that this was “the smell of money.” If we were going to have economic prosperity, then we would have to put up with some minor inconveniences, such as soot, stench, rivers that catch fire, and mountains of waste. It was the cost of progress. I remember being singularly unsatisfied by this response.
Fast-forward to 1974. As a freshly minted college graduate headed to Yale for graduate work in the School of Forestry and Environmental Studies, I was convinced that corporations were the “enemy” and that the only way to deal effectively with environmental problems was to “make them pay” through regulation—to internalize their externalities, in the jargon of economics. This was probably a correct perception at that point in history: Large corporations, by and large, had been unresponsive to environmental issues, and it appeared that the only way to deal with the problem was to force them to clean up the messes they were making. The Environmental Protection Agency and scores of other regulatory agencies were created precisely for this purpose. A mountain of command-and-control regulation was passed during the decade of the 1970s, aimed at forcing companies to mitigate their negative impacts.
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Stuart L. Hart, author of Capitalism at the Crossroads, is the Samuel C. Johnson Chair of Sustainable Global Enterprise and Professor of Management at Cornell University’s Johnson School of Management. Professor Hart is one of the world’s top authorities on the implications of sustainable development and environmentalism for business strategy. He has published over 50 papers and authored or edited five books. His article “Beyond Greening: Strategies for a Sustainable World” won the McKinsey Award for Best Article in the Harvard Business Review for 1997 and helped launch the movement for corporate sustainability. To read Stuart’s complete biography, click here.
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StrategyDriven Podcast Special Edition 44b – An Interview with David Parmenter, author of Key Performance Indicators, part 2 of 2
/in Organizational Performance Measures, StrategyDriven Podcast/by StrategyDrivenSpecial Edition 44b – An Interview with David Parmenter, author of Key Performance Indicators, part 2 of 2 explores how to create a winning key performance indicator system that transforms these reports into decision-making tools supporting achievement of superior bottom line results. During our discussion, David Parmenter, author of Key Performance Indicators: Developing, Implementing, and Using Winning KPIs
shares with us his insights and illustrative examples regarding:
Additional Information
In addition to the outstanding insights David shares in Key Performance Indicators
and this special edition podcast are the resources accessible from his website, www.DavidParmenter.com. David’s book, Key Performance Indicators
, can be purchased by clicking here
.
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About the Author
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Predefined Action Thresholds
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Additional Information
Additional information regarding the organizational performance measure thresholds can be found in the StrategyDriven whitepaper series Organizational Performance Measures.
Conquering the Communication Challenge with a Whiteboard
/in Marketing & Sales/by Corey SommersOne of the greatest challenges managers and CEOs face is effectively communicating with their employees, clients and stakeholders. Whether by email, phone call or conference room presentation, the corporate world is inundated with more communication input than ever before. We’ve all become complacent to the noise. We’ve all heard it before, but it bears repeating: a key player in the communications challenge is the PowerPoint presentation. This presentation go-to is often a crutch that leads to glazed eyes, big yawns and undeniable apathy. Let’s look at how we got to this point.
Hi there! This article is available for free. Login or register as a StrategyDriven Personal Business Advisor Self-Guided Client by:
Subscribing to the Self Guided Program - It's Free!
About the Author
Leadership Inspirations – Dealing with Adversity
/in Leadership Inspirations/by StrategyDrivenMary Kay Ash (1918 – 2001)
American businesswoman and
Founder of Mary Kay Cosmetics
Capitalism at the Crossroads – Mapping the Terrain
/in Management & Leadership, Strategic Planning/by Stuart L. HartFrom Obligation to Opportunity
Having grown up in western New York in the 1950s and ’60s, I have memories of family vacations spent at destinations like Niagara Falls. Although the Falls themselves were indeed magnificent, equally memorable for a 10-year-old was the soot from nearby factories that accumulated on the porch furniture, requiring that we cleaned the furniture daily, lest we ruin our clothes. The accompanying stench was also something to experience. I still remember asking why, in a place of such natural beauty and splendor, did it have to be so polluted? The answer, accepted wisdom in those days, was that this was “the smell of money.” If we were going to have economic prosperity, then we would have to put up with some minor inconveniences, such as soot, stench, rivers that catch fire, and mountains of waste. It was the cost of progress. I remember being singularly unsatisfied by this response.
Fast-forward to 1974. As a freshly minted college graduate headed to Yale for graduate work in the School of Forestry and Environmental Studies, I was convinced that corporations were the “enemy” and that the only way to deal effectively with environmental problems was to “make them pay” through regulation—to internalize their externalities, in the jargon of economics. This was probably a correct perception at that point in history: Large corporations, by and large, had been unresponsive to environmental issues, and it appeared that the only way to deal with the problem was to force them to clean up the messes they were making. The Environmental Protection Agency and scores of other regulatory agencies were created precisely for this purpose. A mountain of command-and-control regulation was passed during the decade of the 1970s, aimed at forcing companies to mitigate their negative impacts.
Hi there! This article is available for free. Login or register as a StrategyDriven Personal Business Advisor Self-Guided Client by:
Subscribing to the Self Guided Program - It's Free!
About the Author