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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 [...] Why do many (corporate) mission or vision statements omit the obvious? TO MAKE MONEY or “To create a return on the capital invested in the organisation by the owners and funders.” Are their mission or vision statements pandering to a different audience? Are they really what the owners investors think? Are they some sort of [...] 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, [...] Back in the dot.com boom around 2000 I was Chief Technology Officer of a start-up that changed direction 180 degrees in 6 months. Within the first six months we had speed: we had our solution up and running to demonstrate a net-market for trading materials between cable manufacturers and their suppliers. (The solution cost around [...] 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 [...] When discussing Mission and Vision, the word, “Purpose” also gets used. In some cases defining mission as if it is purpose. I used to do that, but the two words are different in plain English. (I have a rule – if there are two words in plain English they probably mean two different things). I [...] There was a suggestion earlier that if the management team want a weighted ranking then give them one. I would not do that. I would do something different: you can think of it either as “reductio ad absurdum” or improving the quality of conversation. Instead of giving them and answer that will always be wrong [...] |
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