Tag Archives: measures

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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Top-down Versus Bottom-up: Defining Success

Whether you’re an applicant or a grantor, a senior executive or an operations manager, there is often an uncomfortable mismatch in deciding how to gauge success of a proposed change in a process or a new project. Why? Partially, there’s … 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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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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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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Can’t See The Forest For The Trees?

A classic scenario presents itself at many – most? – strategic planning exercises. You’ll likely recognize this. Once the high-level vision and mission is established, and possibly dusty, the annual set of strategic objectives are set. They may be called … Continue reading

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Strategy and Metrics: What Causes What

In strategy management, the cause and effect relationships between metrics are as important, or more so, than the metrics themselves. Continue reading

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Perfect Measures: Who Cares?

Balanced scorecard metrics and measures are critical in ensuring that the strategic plan objectives are being executed successfully. But they don’t have to be perfect. Their direction may be more important than their purity. Continue reading

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