‘Profit bludging’ is where leaders (typically) will seek to extract value for their organisation at the expense of others. Using economic power to force others within the supply chain to acquiesce to their demands. ‘Profit bludgers’ do not add value to the system, they decrease value. This is how Dr Lindy Edwards defines the term […]
READ MOREChange: sudden or slow
Understanding the change, and being able to meaningfully observe the change, will increase our ability to adapt suitably to the change. Which is one of the keys to survival. Sudden changes are dramatic. Slow change occurs insidiously. How do we observe the different types of change? As managers and leaders, we are often trained in, […]
READ MOREThe Eight Missed Opportunities for Employee Motivation
So many organisations – of all shapes, types and sizes – are attempting to improve their workforce culture. Trying to improve employee motivation. Leaders want people to be “engaged” at work. They want people to buy-in to the organisation’s goals and strategy. They want people to “work on” and not just “in” the business. Yet […]
READ MOREMore than just KPIs: Exploring performance measurement methodologies
The Enhancing Government Outcomes & Performance Measurement Criterion conference, was held in Canberra in the beginning of 2020. This presentation explored the various performance measurement methodologies and defined the method that develops meaningful KPIs. Introduction I think we all know that we’re not really good at KPIs. Our KPIs are often meaningless when it comes […]
READ MORENPS is more than just the number
Seems too many leaders and managers are using the NPS number (Net Promoter Score) as a target. As soon as you add a target to a measure, you will get unintended behavioural consequences that game the measure. That is not the goal or purpose of any measure. Especially true perhaps of NPS. Let’s examine how […]
READ MOREThe problem with counts and the job of performance measures
People often like to show me their organisation’s performance reports, with lists of measures,data points, pie charts and actions. And then ask me what I think. Call it an occupation hazard. Often the reports will have groupings around the departments, teams, or functions and it’s a way of tracking what the groups of people are […]
READ MOREMeasuring Outcomes in Government
Measuring outcomes – rather than outputs – is a key focus for agencies across all levels of government. To get greater return on investment for the community, we really need to understand the impact of our efforts. Measuring outcomes will provide evidence of that impact. There are four essential steps in measuring outcomes in government […]
READ MOREThe Two Types of KPIs
Managers and Leaders use KPIs for all types of reasons. Often without using a specific method. Most tend to allow all types of things to be KPIs – such as, milestones, actions and sometime measures with multiple targets. In this article we will discuss what a KPI is and then define the two types of […]
READ MOREThere are no ‘proxy measures’ for performance
Proxy measures do not allow us to understand what performance is doing. To understand what performance is doing in our organisation we need to work out what to measure, then how to measure it. Proxy Measure The classic idea of a ‘proxy measure’ is an indirect measure of an outcome, particularly where the data […]
READ MOREThe Eight Steps to a High Performance Organisation
High performance organisations have three key characteristics. They have leaders that know how to set the direction in a way that allows the people of the organisation to contribute on how we get there. These leaders will also seek evidence to monitor how the journey is progressing and coach the teams on how to improve. […]
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