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

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

Metrics KPI RACI Article 58

Strategy Driven

JANUARY 28, 2014

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

KPI RACI Metrics Article 51

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. Organizational Performance Measures Best Practice 23 – RACI Matrix.

KPI 58

KPI RACI System Metrics 58

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 RACI framework offers an excellent real-world instantiation of Jensen’s decision rights approach: Responsible.

RACI 8

RACI Agility Brand Management Decentralization 8

Deming Institute

OCTOBER 12, 2017

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

Project Deming Root Cause Analysis RACI 28

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. Consider this example. ” But what did Paul mean?

RACI 12

RACI Consensus Delegation Team 12