Category Archives: measures and metrics

Confusing Goals and Purpose

I was recently reviewing a non-profit’s strategic plan and came away a bit puzzled. Everything was in order – sort of – but possibly too much so. How can that be? Too many words.

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Engagement – again?

I’m getting tired of reading articles proudly exclaiming the importance of engagement (emotional involvement or commitment, Merriam-Webster). Don’t get me wrong – I’m all for it. But let’s stop with the intellectual tourism and get on with it. Part of the … Continue reading

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Performance Reward: Tactical or Strategic?

There is ever-so-much chatter about the relative pros and cons of performance bonuses and whether alternate forms of recognition are better. I think the answer lies in whether performance – be it organizational or individual – is treated as a … Continue reading

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Pay for [What] Performance

The last few years have seen a great deal of interest and scrutiny in compensation. While focused mainly on executive compensation, it has also zeroed in on pay-for-performance more generally as it becomes a more commonly practiced approach. In many … Continue reading

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Metrics – Fundamental and Strategic

A lot of time is spent debating metrics. Which is best? Which is most strategic? How many should there be?  To a large degree, the debating itself takes away from the getting-on-with-it. Many of the arguments are legitimate, but when … Continue reading

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January Strategy To-Do List

As everyone returns from the holidays, we’re both fresh and forgetful.

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Management by Fact – Like Losing Weight

I’m a believer in “management by fact.” What is it? It is simply the notion that decisions based on some numbers tend to be better than decisions based on gut feel. Is it always better? Nope. Is it susceptible to … Continue reading

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Getting Comfortable with Making Estimates

It’s that time of year. You’re proposing projects for 2012 and beyond for funding and resourcing. Finance is involved. Discomfort.

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Metrics and Targets: Integers, Percentages, Yes/No?

A rather esoteric topic, perhaps, however, the kind of target that you set for measuring a strategic objective is important. People in the organization especially can be engaged – or disengaged – in trying to understand the point of it … Continue reading

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Target Achieved: Now What?

To ensure higher performance, use the continuous improvement principle to raise the bar on targets for metrics on a balanced scorecard each year. Continue reading

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