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Member You - What 'Balanced' Really Means for Measures
There're many ways to conduct online job search. However, many job seekers only think of posting resumes and searching opportunities on big job sites like monster.com, hotjobs.com, and careerbuilder.com etc. There's nothing wrong with it, but according to a survey conducted by careerXrooads.com, of all hires in 2002, only 3.6% come from monster.com, 1.5% come careerbuilder.com, and 0.5% come from hotjobs.com. Morever, many companies only advertise their job openings on their own company websites and some other speciality websites. Wouldn't i
Lead Versus Lag
If you're like me, you are completely over hearing the "driving a car by looking in the rear vision mirror" metaphor for managing organisational performance with lag measures. But it's still a good point. Which results are the end products or ultimate outcomes for your organisation? Measures of these are your lag measures, and it's still important to track them. Which results offer clues about what those end products or ultimate outcomes might look like in the future, based on how things are now? Measures of these are your lead measure
Most successful employers have similar traits when it comes to being driven to succeed. They are perfectionist to the point of almost being obsessive compulsive; happen to be extremely motivated, and stubborn to a fault, and at times extremely difficult to deal with. Nothing gets in their way; they do not dwell on problems, but seek solutions. Their vision is to do whatever it takes to get from point A to Point B while avoiding as many bumps on the road as possible. To accomplish what they have set out to do has been carefully planned, and t
Many of the organisations I work with share with me this rationale for seeking help from a performance measure specialist: the Balanced Scorecard hasn't made measurement any easier for us. They aren't using the four original Balanced Scorecard perspectives, and if they are, they aren't really comfortable with the fit to their unique organisation. The natural remedy is to turn our brains back on, and think more deeply about what balance really means to our unique organisation, BEFORE we worry about balanced measures. Here are some prompts that will help you improve the balance in your organisation's overall performance.
Stakeholder Groups
How does each stakeholder group with some investment in your organisation define success for your organisation? What's important to your shareholders, regulators, owners, customers, partners, employees, and community, important enough that doing it better would mean they feel your organisation is more successful, and they ramp up their support for it's future success?
Business Processes
How you do business is more important that what business you do. Your end-to-end processes impact very significantly on the results your organisation gets through their very design. What are the impacts of service delivery, research and development, marketing and sales, procurement, and other essential business processes on your overall organisational success? Ignoring any of the important processes is balance-heresy, and makes it too easy for parts to succeed at the expense of the whole organisation.
Strategic, Tactical and Operational
You don't have one scorecard, a single basket of measures. If any one person in the organisation wants to know all the measures throughout the organisation, they are micro-managing and thus mis-managing. Which results are strategic, which are tactical, which are operational? Better balance comes hence when there is a logical cause-effect relationship between these layers of results (and thus their measures). This balance does wonders for throwing resources at the right initiatives for success.
Lead Versus Lag
If you're like me, you are completely over hearing the "driving a car by looking in the rear vision mirror" metaphor for managing organisational performance with lag measures. But it's still a good point. Which results are the end products or ultimate outcomes for your organisation? Measures of these are your lag measures, and it's still important to track them. Which results offer clues about what those end products or ultimate outcomes might look like in the future, based on how things are now? Measures of these are your lead measures
Looking for a way to save your enterprise or government organization tens of thousands of dollars a month or more on wireless mobile communication use? First off, it’s going to take some discipline and innovative management for your cellular communication services to become more cost efficient and less prone to abuse. Cell phone and handheld usage can bleed a corporation’s IT communications funding dry without so much as a turn of the head, or at least until it’s too late.They're Everywhere ...It’s more common than not
Stakeholder Groups
How does each stakeholder group with some investment in your organisation define success for your organisation? What's important to your shareholders, regulators, owners, customers, partners, employees, and community, important enough that doing it better would mean they feel your organisation is more successful, and they ramp up their support for it's future success?
Business Processes
How you do business is more important that what business you do. Your end-to-end processes impact very significantly on the results your organisation gets through their very design. What are the impacts of service delivery, research and development, marketing and sales, procurement, and other essential business processes on your overall organisational success? Ignoring any of the important processes is balance-heresy, and makes it too easy for parts to succeed at the expense of the whole organisation.
Strategic, Tactical and Operational
You don't have one scorecard, a single basket of measures. If any one person in the organisation wants to know all the measures throughout the organisation, they are micro-managing and thus mis-managing. Which results are strategic, which are tactical, which are operational? Better balance comes hence when there is a logical cause-effect relationship between these layers of results (and thus their measures). This balance does wonders for throwing resources at the right initiatives for success.
Lead Versus Lag
If you're like me, you are completely over hearing the "driving a car by looking in the rear vision mirror" metaphor for managing organisational performance with lag measures. But it's still a good point. Which results are the end products or ultimate outcomes for your organisation? Measures of these are your lag measures, and it's still important to track them. Which results offer clues about what those end products or ultimate outcomes might look like in the future, based on how things are now? Measures of these are your lead measure
The size of your ad is a vital decision, for if you try and squeeze too much into a small space to save money then you run the risk of having fewer people read your ad, and dramatically reducing your response rate. Conversely, if you use a quarter page to say what could have drawn as much attention with an eighth, then you are wasting money.So the first thing to consider on the road to a correctly sized ad is your message. What exactly are you selling, and how many benefits and features do you really need the advertisement to carry. A
Business Processes
How you do business is more important that what business you do. Your end-to-end processes impact very significantly on the results your organisation gets through their very design. What are the impacts of service delivery, research and development, marketing and sales, procurement, and other essential business processes on your overall organisational success? Ignoring any of the important processes is balance-heresy, and makes it too easy for parts to succeed at the expense of the whole organisation.
Strategic, Tactical and Operational
You don't have one scorecard, a single basket of measures. If any one person in the organisation wants to know all the measures throughout the organisation, they are micro-managing and thus mis-managing. Which results are strategic, which are tactical, which are operational? Better balance comes hence when there is a logical cause-effect relationship between these layers of results (and thus their measures). This balance does wonders for throwing resources at the right initiatives for success.
Lead Versus Lag
If you're like me, you are completely over hearing the "driving a car by looking in the rear vision mirror" metaphor for managing organisational performance with lag measures. But it's still a good point. Which results are the end products or ultimate outcomes for your organisation? Measures of these are your lag measures, and it's still important to track them. Which results offer clues about what those end products or ultimate outcomes might look like in the future, based on how things are now? Measures of these are your lead measure
How honest should you be when you’re interviewing? Unequivocally one hundred percent honest. But don’t confuse honesty with showing all your cards or not utilizing the power of presentation. Nor does honesty mean volunteering your dark secrets – perceived or otherwise - from the moment you walk through the door.For far too many candidates, honestly is one extreme or the other. Either the candidate throws everything out there too early and unnecessarily or hides it because he’s defensive about whatever it is he doesn’t want to be
Strategic, Tactical and Operational
You don't have one scorecard, a single basket of measures. If any one person in the organisation wants to know all the measures throughout the organisation, they are micro-managing and thus mis-managing. Which results are strategic, which are tactical, which are operational? Better balance comes hence when there is a logical cause-effect relationship between these layers of results (and thus their measures). This balance does wonders for throwing resources at the right initiatives for success.
Lead Versus Lag
If you're like me, you are completely over hearing the "driving a car by looking in the rear vision mirror" metaphor for managing organisational performance with lag measures. But it's still a good point. Which results are the end products or ultimate outcomes for your organisation? Measures of these are your lag measures, and it's still important to track them. Which results offer clues about what those end products or ultimate outcomes might look like in the future, based on how things are now? Measures of these are your lead measure
All businesses start off losing money with all of the high start up costs involved and the marketing that has to be done in order to get the business out to the public. Due to the fact that all businesses start off losing money it is sometimes hard for a business owner to understand when it is time to give up and close the business down.I was in this situation before and it was difficult to determine what to do. I did not know whether to keep the business going or give up and move on to a more promising venture. Their were several thi
Lead Versus Lag
If you're like me, you are completely over hearing the "driving a car by looking in the rear vision mirror" metaphor for managing organisational performance with lag measures. But it's still a good point. Which results are the end products or ultimate outcomes for your organisation? Measures of these are your lag measures, and it's still important to track them. Which results offer clues about what those end products or ultimate outcomes might look like in the future, based on how things are now? Measures of these are your lead measures, and you need to track these too!
Short Term, Medium Term, Long Term
The Japanese apparently plan with future generations in mind, decades into the future. The Western world considers long term planning to be 5 or maybe 10 years from now, but really only manages within a 12 month timeframe. Better balance will come from sorting which results are day to day, which are month to month, which are year to year, and which are truly longer term. This balance helps put the right measures into the right decision processes.
Test your strategy for balance before you design measures.
One of the most frequent reasons (if not the supreme reason) for poorly balanced measures is starting with a poorly designed strategy. If your strategic plan reads like a case study of motherhood statements and management-speak, you're in trouble. Tease out the results you understand this strategy to be implying (dig deeper behind the jargon) and examine those results for balance using the above prompts to get you started.
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