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Most consultants' recipes for effecting business change and behavior in an organization use ingredients for measuring ongoing performance. Many feel that continuous improvement in an organization relies on "measuring, measuring, and measuring again." Once a company''s road map for change is laid out, it can develop a set of performance metrics or key performance indicators (KPIs) to ensure that it knows when it is meeting its objectives. Such organizations should choose a limited number of metrics and align executive to management-level measures.
The current interest in performance measurements has led to a variety of supporting adages or cliches in the industry, such as:
"Anything measured improves."
"What you measure is what you get."
"Anything measured gets done."
"You can''t manage what you do not measure."
These are not new business ideas, but there are a few new twists.
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