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. […]
READ MOREThe WHY of Performance Measurement
Your why of performance measurement has a massive impact on the development of your culture. Start With Why In Simon Sinek’s Golden Circle from his TED talk and book Start With Why, he claims that most organisations know what they do, they sell products or services to people. Some know how they do what they […]
READ MORENet Promoter Score (NPS)
Net promoter score, or NPS, is very popular for many organisations. NPS goes beyond the passive feeling of ‘satisfaction’ to predicting customer behaviour. Importantly, whether customers will be an advocate for what you do, to their friends, family and colleagues. In this age customers rely far more on the opinions of their network than advertising. […]
READ MORECustomer lifetime value (CLV)
Customer Lifetime Value, (CLV) is a key measure for understanding the value of customer groups. Best not used as an overall value for your customer portfolio, but as a tool to understand where the value is different from one customer group to another. Not all customers are equal is a tenet to being customer […]
READ MOREExecutive accountabilities and KPIs
Good corporate governance covers a wide range of factors. One area that gets a lot of attention is in the setting of KPIs (key performance indicators) where the Board can hold the CEO to account. But perhaps the executive accountability needs a revamp, from negotiated KPIs to clearly knowing what performance is doing (and why) […]
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