By Dr. Bob Frost
Measuring functionality is a vital primer that organizes and clarifies the rising self-discipline of functionality metrics. It contains sections on Balanced Scorecards, comparing Your Metrics, What to degree, Defining Your Metrics, Three-Step approach, Reporting functionality and extra. Measuring functionality offers the fundamentals in a transparent and functional kind, and gives a couple of examples drawn from the author's large event with top businesses. Measuring functionality convey how complex measures are giving leaders new leverage to create switch, deal with functionality, and bring larger effects. It covers constructing the suitable measures, utilizing metrics to enhance functionality, and key matters that come up in deploying metrics.
desk of Contents
Part I. the hot Metrics 1. a brand new self-discipline
2. The Balanced Scorecard
three. Metrics and management
four. check Your Metrics
Part II. What to Measure five. size types
6. Defining Your Metrics
7. The Three-Step process
10. napping Alligators
Part III. utilizing Metrics to enhance Performance eleven. Reporting functionality
12. bettering functionality
thirteen. Aligning attempt
14. coping with Accountabilities
Part IV. complicated Metrics 15. Gaining Leverage
sixteen. method Metrics
17. power Metrics
Part V. matters to Anticipate 18. What Lies forward?
19. what percentage Measures?
20. How frequently to degree?
21. Shared responsibility?
25. The functionality Index
26. Denominator administration
27. Making stable Metrics larger
Part VI. functionality Management 28. A precis version
Part VII. assets & Glossary References
Read Online or Download Measuring Performance - Using the New Metrics to Deploy Strategy and Improve Performance PDF
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Extra resources for Measuring Performance - Using the New Metrics to Deploy Strategy and Improve Performance
52. Measuring Performance Capability management is also practiced less formally. For example, you may realize that future earnings, or survival, depend on increasing your capability in a certain area like photolithography, performance metrics, or semiconductor design. So you set about hiring or training a nucleus of individuals in that area. So you set about measuring and managing how change occurs in the business. This is what’s new: The idea that you can actually measure and manage organizational capabilities (whether you mean agility or photolithography) and can consciously adjust your core competencies to improve future performance.
Measuring Performance Comparatives You might think that defining your performance indicators and getting the data would be all there is to measurement. But it’s not so. You still have to figure out how you’re doing-what to conclude from the measures you track. Data, by itself, doesn’t tell you much. You need benchmarks and anchors, comparatives, as standards by which to judge what your indicators show. Countless studies on judgment and decision making confirm what we know from everyday experience-people are very poor at evaluating things in the abstract.
62. Measuring Performance Responsibility, then, is an obligation to perform. Accountability is the liability one assumes for ensuring that an obligation to perform-a responsibility-is fulfilled. In this system, then: Responsibility can be delegated. Authority is assigned, Accountability cannot be delegated, but can be shared. What is the bottom line? Enterprise strategies, goals, and objectives must be measured to be managed. As many as possible become individual accountabilities, others are shared.