Strategy Driven

DECEMBER 3, 2013

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

RACI Compliance Operations Metrics 60

Strategy Driven

JULY 30, 2013

Organizational Performance Measures Best Practice 23 – RACI Matrix. Organizational Performance Measures Best Practice 22 – Use a Multidiscipline Team to Develop the Performance Measurement System. To read Nathan’s complete biography, click here. Enterprise Performance Measurement.

Metrics 58

Metrics KPI RACI Article 58

Strategy Driven

SEPTEMBER 24, 2013

Organizational Performance Measures Best Practice 22 – Use a Multidiscipline Team to Develop the Performance Measurement System. Organizational Performance Measures Best Practice 23 – RACI Matrix. To read Nathan’s complete biography, click here. Enterprise Performance Measurement.

KPI 58

KPI RACI System Metrics 58

Deming Institute

OCTOBER 12, 2017

when the going got tough, why weren’t we looking more closely at the basics first – the foundations of team effectiveness ? I used to believe the secret sauce of strong project teams –and their effectiveness– was chemistry. The project had been operational for a few months when I joined so the foundation had already been poured.

Project 28

Project Deming Root Cause Analysis RACI 28

Harvard Business Review

AUGUST 25, 2016

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 greater your or your team’s decision rights, the more empowered and accountable you are. Who is completing the task?

RACI 8

RACI Agility Brand Management Decentralization 8

Harvard Business Review

JUNE 28, 2016

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. Madison went ahead and formed a team, which had several meetings. Consider this example.

RACI 12

RACI Consensus Delegation Team 12