Blog
Donald Wheeler, author, statistician, and quality control expert (and the inspiration and source of today’s article), tells a story of a president of a shoe company who had a chart …
Why do we set targets to begin with? Targets are an element of proving whether we are achieving our strategy or not, and the purpose of measuring our strategy is …
If you have attended one of my 2020 PuMP Blueprint Training workshops, you will have heard me mention Nick Desbarats of Practical Reporting. Nick’s name comes up when we discuss …
“Get me a dashboard!” is an all too common leader demand that echoes in office hallways and virtual meeting rooms, but do these urgent requests get executives what they really need?
I love techniques like “appreciative inquiry” and other such approaches that help us focus on the positive descriptors of what’s working and when we are at our best. However, for cases when specific skills are needed to achieve something important and when risks are high, it’s just as necessary to be able to spot when something is going wrong.
One of the worst problems with corporate strategy is the excessive use of corporate jargon, fuzzy language and “weasel” words. It causes business and non-profit leaders all kinds of issues …
Are you struggling to find the right KPIs to measure your strategy?
Do you want to have more people buy-in and take ownership of improving performance?
Great measures focus people on the results that matter most, but most organizations don’t have them because people struggle to develop and use performance measurement well.