Strategy Driven

JULY 30, 2013

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. Copyright 2007-2013 by StrategyDriven Enterprises, LLC. To read Nathan’s complete biography, click here.

Metrics 58

Metrics KPI RACI Article 58

Strategy Driven

JUNE 11, 2013

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. Copyright 2007-2013 by StrategyDriven Enterprises, LLC. To read Nathan’s complete biography, click here.

System 50

System KPI Metrics Newsletter 50

Strategy Driven

SEPTEMBER 24, 2013

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. Copyright 2007-2013 by StrategyDriven Enterprises, LLC. To read Nathan’s complete biography, click here.

KPI 58

KPI RACI System Metrics 58

Strategy Driven

APRIL 16, 2014

Peter Fingar, co-author of Business Process Management : The Third Wave , then asks these measurement corollaries in his 2013 article “How Do Your BPM Metrics Measure Up?”. Relate Articles: Organizational Performance Measures Best Practice 22 – Use a Multidiscipline Team to Develop the Performance Measurement System.

Metrics 51

Metrics Process BPM KPI 51

Strategy Driven

JUNE 4, 2013

Ongoing maintenance/development of metrics and reports are highly reliant on the knowledge and skills of a single individual. Metric development processes are not well defined. One-way interfaces prevent data transfers and complicates metrics and reports development. Copyright 2007-2013 by StrategyDriven Enterprises, LLC.

System 72

System Metrics KPI Document 72

Harvard Business Review

SEPTEMBER 13, 2013

It’s a membership organization created to serve more than 350 independently owned and operated stations, each with its own board of directors, objectives, agendas and strategies. The KPIs also helped ensure our failures were disciplined failures, not the result of sloppiness. Our development team went Agile.

Team 14

Team Metrics KPI Rogers 14