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Organizational Performance Measures Best Practice 27 – Performance Measures and Thresholds Aligned with Regulatory Standards

Strategy Driven

While many requirements necessitate one-time actions, others govern ongoing business operations. Compliance with regulatory requirements governing ongoing, dynamic operations benefit from dedicated performance measures. Organizational Performance Measures Best Practice 23 – RACI Matrix. Enterprise Performance Measurement.

RACI 60
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Organizational Performance Measures Best Practice 25 – Performance Metrics Inventory Database

Strategy Driven

Ensuring these numerous metrics remain well aligned, their output quality and relationship integrity preserved, and their meaning well understood while continuing to be of value to executives, managers, and employees necessitates a method of inventorying the measures themselves and their underlying construction characteristics.

Metrics 58
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Organizational Performance Measures – Time Matters

Strategy Driven

For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. Organizational Performance Measures Best Practice 23 – RACI Matrix.

KPI 58
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How the Big Data Explosion Has Changed Decision Making

Harvard Business Review

Organizations I work with increasingly struggle to straddle two painfully polarizing operating principles. But the managerial and operational ability to act on that data-driven information may not. The RACI framework offers an excellent real-world instantiation of Jensen’s decision rights approach: Responsible.

RACI 8
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“Nailed it.” A lesson in overcoming project complexity

Deming Institute

The project had been operational for a few months when I joined so the foundation had already been poured. Using Dr. Deming’s diagram of how a system operates, I worked with the team to put together the picture of our project as a system – starting with the Aim (the importance of this project in the larger scope of the organization).

Project 28
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To Hold Someone Accountable, First Define What Accountable Means

Harvard Business Review

As prescribed in the commonly used responsibility models — RACI, RAPID, and the others — accountability should fall to one (and only one) person per item, even if the work involved requires input and contributions from others. Consider this example. ” But what did Paul mean?

RACI 13
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Organizational Performance Measures Best Practice 30 – Balancing Performance Measures

Strategy Driven

For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. Organizational Performance Measures Best Practice 23 – RACI Matrix.

KPI 51