Key Performance Indicators (KPIs) are a great tool.
True, they can be used to confuse and baffle.
True, also, that they can really help you to drive the performance of a business process if you use them correctly.
But, do the right people 'feel the pain'?
If you think about your KPIs from a cause and effect perspective, do the people who are at cause in the business get measured?
Or, do you only measure the people who are at effect?
In many cases I see businesses focus their metrics on the end of the process and not the start.
When you start measuring how your business:
Giles Johnston
Creator of the 'Making It Happen' online course for discovering change management strategies.
True, they can be used to confuse and baffle.
True, also, that they can really help you to drive the performance of a business process if you use them correctly.
But, do the right people 'feel the pain'?
If you think about your KPIs from a cause and effect perspective, do the people who are at cause in the business get measured?
Or, do you only measure the people who are at effect?
In many cases I see businesses focus their metrics on the end of the process and not the start.
When you start measuring how your business:
- Wins its business.
- Loads the factory.
- Creates work based documentation.
- Hands over between functions.
- Manages its day-to-day processes.
- Takes care of the data it runs off.
...you can end up with a very different performance for your business.
So, if your business isn't making the right people 'feel the pain' of poor performance it might be time to look again at how you have set up your KPIs.
Giles Johnston
Creator of the 'Making It Happen' online course for discovering change management strategies.
 |
| Available on the Amazon Kindle |