A VETERAN OWNED SMALL BUSINESS | Call or text now for a FREE consultation: +1 (770) 765-3692 | Website Login
“Our greatest glory is not in never falling, but in rising every time we fall.”
Confucius (551 – 479 BCE)
Chinese thinker and social philosopher who emphasized personal and governmental morality, correctness of social relationships, justice and sincerity
StrategyDriven Podcasts focus on the tools and techniques executives and managers can use to improve their organization’s alignment and accountability to ultimately achieve superior results. These podcasts elaborate on the best practice and warning flag articles on the StrategyDriven website.
Special Edition 38 – An Interview with Robert Morison, co-author of Analytics at Work explores how to leverage analytics to make better business decisions that ultimately lead to superior business results. During our discussion, Robert Morison, co-author of Analytics at Work: Smarter Decisions, Better Results
shares with us his insights and illustrative examples regarding:
balancing the art and science of decision-making and recognizing when the process is out-of-balanceAdditional Information
In addition to the invaluable insights Robert shares in Analytics at Work and this special edition podcast are the resources accessible from his website, www.AnalyticsAtWorkBook.com. Robert’s book, Analytics at Work, can be purchased by clicking here.
About the Author
Podcast: Play in new window | Download (Duration: 36:52 — 50.7MB) Subscribe: RSS
Robert Morison is co-author of Analytics at Work. For the past twenty years, Robert has led breakthrough research at the intersection of business, technology, and human asset management. He has written or overseen more than 130 research and management reports on topics ranging from business reengineering to electronic business to workforce demographics. Robert is co-author of three Harvard Business Review articles and Workforce Crisis: How to Beat the Coming Shortage of Skills And Talent
. To read Robert’s complete biography, click here.
Standards and expectations define how work is to be performed; providing guidance for the consistent, efficient, value-based execution of tasks. At the outset, developing a comprehensive set of performance standards often appears to be an overwhelming and daunting task as employees within even the ‘least complex’ organizations perform countless different activities every day. However, it is not intended that performance standards be developed for every conceivable activity. Rather, standards should be formulated for those activities reflecting organizational values, implementing corporate strategy, and presenting significant risk. The documented basis behind this finite set of standards provides the guidance needed for employees to make rational judgments about the conduct of less significant activities.
Hi there! Gain access to this article with a StrategyDriven Insights Library – Total Access subscription or buy access to the article itself.
| Subscribe to the StrategyDriven Insights Library
Sign-up now for your StrategyDriven Insights Library – Total Access subscription for as low as $15 / month (paid annually). Not sure? Click here to learn more. |
Buy the Article
Don’t need a subscription? Buy access to Standards and Expectations – Defining Performance Standards, part 1 of 8 for just $2! |
Project managers know successful projects establish and maintain a balance between the elements of scope, time, and cost. Adding to or depleting any one of these elements necessitates a compensating change in one or both of the other elements; the integrity of the project management triangle being maintained.
Hi there! Gain access to this article with a StrategyDriven Insights Library – Total Access subscription or buy access to the article itself.
| Subscribe to the StrategyDriven Insights Library
Sign-up now for your StrategyDriven Insights Library – Total Access subscription for as low as $15 / month (paid annually). Not sure? Click here to learn more. |
Buy the Article
Don’t need a subscription? Buy access to Project Management Warning Flag 4 – Too Much Time, Too Few People for just $2! |
Many management books talk about “lead and lag indicators” which I believe merely clouds the KPI debate. Using this new way of looking at KPIs we dispense with the terms lag (outcome) and lead (performance driver) indicators. I have presented to nearly two thousand people on KPIs and I always ask “is the late planes in the air KPI, a lead or lag indicator?” The vote count is always evenly split. Surely, this is enough proof that lead and lag labels are not a useful way of defining measures.
Key result indicators replace outcome measures, which typically look at activity over months or quarters. PIs, and KPIs are now characterised as either past, current or future measures. The new concept called “current measures” are those monitored 24/7 or daily. You will find the real KPIs in your organization are either “current” or “future” measures.
Hi there! This article is available for free. Simply register as a StrategyDriven Personal Business Advisor Self-Guided client by clicking here.
Already a client? Login to access this article.
About the Author
David Parmenter, author of Key Performance Indicators: Developing, Implementing, and Using Winning KPIs
and Pareto’s 80/20 Rule for Corporate Accountants
, is an international presenter who is known for his thought provoking and lively sessions, which have led to substantial change in many organizations. He is a leading expert in developing winning KPIs, replacing the annual planning process with quarterly rolling planning, accelerating month-end processes, and converting reporting to a decision based tool.
David’s work on KPIs has received international recognition with clients in Auckland, Wellington, Sydney, Melbourne, Brisbane, Adelaide, Canberra, Perth, Kuala Lumpur, Singapore, Tehran, Prague, Dublin, London, Birmingham, Manchester and Edinburgh. David is a fellow of the Institute of Chartered Accountants in England & Wales and has worked for Ernst & Young, BP Oil Ltd, Arthur Andersen, and Price Waterhouse Coopers.
David’s recent thinking is accessible from www.davidparmenter.com. He can be contacted at [email protected] or telephone +64 4 499 0007.
This articles is an extract from his “Implementing winning KPIs” whitepaper which can be downloaded from http://davidparmenter.com/how-to-guides)
Sorry, no posts matched your criteria
Business Programs