Management by Fact
"If you can't measure it, you can't manage it"
The chart above shows a best practice example of a management quality report. It contains five very important elements: (1) your target (2) your performance (3) your best competitor or benchmark (4) your industry's average (5) trends over time to indicate improvement.
Many organisations invest significant amounts in the measurement of various organisational activities. In our experience we have found that much of what most organisations do to measure is unstructured and not used to enable people to make better quality decisions.
If you look at your measurement systems can you tell if they are based on a healthy balance of past, present and future states of performance? Do you know if the measures are being used to make decisions? When was the last time that your organisation created a complete inventory of EVERY measure that existed, and then checked why it was being sustained, and ultimately, what value is it adding? Do you have a balance of measures for all relevant stakeholders? Do you benchmark the most important measures within and outside of your industry?
If you answer 'no' to some or all of these questions, or you are simply not sure if you are managing by fact, we can assist you to determine what should be measured, why, who should be responsible for gathering the data and information, and help you to align your measurement system with the vision and goals of your organisation.
The chart above shows a best practice example of a management quality report. It contains five very important elements: (1) your target (2) your performance (3) your best competitor or benchmark (4) your industry's average (5) trends over time to indicate improvement.
Many organisations invest significant amounts in the measurement of various organisational activities. In our experience we have found that much of what most organisations do to measure is unstructured and not used to enable people to make better quality decisions.
If you look at your measurement systems can you tell if they are based on a healthy balance of past, present and future states of performance? Do you know if the measures are being used to make decisions? When was the last time that your organisation created a complete inventory of EVERY measure that existed, and then checked why it was being sustained, and ultimately, what value is it adding? Do you have a balance of measures for all relevant stakeholders? Do you benchmark the most important measures within and outside of your industry?
If you answer 'no' to some or all of these questions, or you are simply not sure if you are managing by fact, we can assist you to determine what should be measured, why, who should be responsible for gathering the data and information, and help you to align your measurement system with the vision and goals of your organisation.