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Recently I ran a KPI development workshop for a Public Sector client. The feedback was interesting: “Seeing the whole picture enabled us to be more confident when dealing with business units, enhances our business knowledge and helps is pick out anomalies.” “We can adopt these principles of objective setting to see KPI measures in a new [...] Sneaking under the radar in central government are a small team of ten people. Called the Behavioural Influence Team (BIT), they have a remit of using behavioural techniques to improve how government bring about change and improvement. They have just brought out their Annual update for 2011, and anyone who has read anything by Robert [...] Recently I have been interviewing executives who have either created exceptionally high performing cultures, or who have achieved significant cultural change, especially around deeply embedded learnt behaviours. In one discussion the Managing Director was contrasting two different experiences she had had. The first, when working for another organisation she had no exposure to the finances, [...] Being a manager rarely gets the credit it deserves. Flicking through Gary Hamel’s blog on Management 2.0 for Wall Street Journal, I came across this excellent quote “Our capacity to improve the state of the world is ultimately bounded by our capacity to manage.” If we want to change the world then our ability to [...] This is an interview on the BBC Radio 4 programme, Bottom Line, where Paul Moody explains how they communicate their message to around 3000 employees. It is as good an explanation as I have ever heard of what the balanced scorecard approach is all about. Using the Balanced Scorecard approach to 1) Delivering a clear [...] On a Linkedin discussion a Chief Executive from a Housing Association asked about how best to go about a) the process of identifying and measuring leading performance indicators. b) with practical experience of implementing performance management systems and cultures. Having worked with Housing Associations in the past, here were seven quick tips (Which would apply [...] More holistic – less divisive One of the underlying causes of the dysfunctional behaviour sometimes experienced in performance management is where individual measures and targets look at only specific parts of a problem.As a result are asked to achieve targets that are locally optimal, but dysfunctional in the big picture and wider system. By their [...] Do be aware how you frame a performance management discussion I often encounter clients whose experience of performance management discussions is that they are a game of scoring the maximum amount and justifying a high score or protecting against the potential consequences of a low score. The conversation is dominated by the consequences. In contrast, [...] The importance of accountability. I am a great fan of the “Undercover Economist” series of articles by Tim Harford, that appears in the Saturday Financial Times. This week Tim asks why would people so poor that their weekly wage would not even cover the cost of the newspaper put their children into private school, when [...] A tragic story of targets and “Incentives” When explaining how poor targets and measures destroy common sense, I often cite the case of Accident and Emergency (A&E) times in UK NHS hospitals. The government (through the Department of Health & Social Services DHSS) were concerned that patients were having long waits within A&E. So, to [...] |
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