Performance Measures: Are They More Trouble Than They Are Worth?
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Some business practices are, apparently, so obvious and above reproach that they become entrenched and taken for granted. This appears to be the case with performance measurement. The adage that 'what gets measured gets done' is repeated so often that it practically has the status of holy writ.
I have been as guilty as anyone of promoting the use of performance measures in relation to both organisational and individual performance.
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Policy Making: Does Your Board Put The Cart Before The Horse?
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When a board struggles to give effective direction to its organisation and to get leverage over key organisational performance issues it is often because one of two conditions is present. The board's attention is more on ad hoc operational decision making than on high level policy making. Alternatively, the board does tackle policy making but is often ineffective because its starting point is at too low a level.
Both conditions bring to mind the old saying that 'the cart is before the horse' .....
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How to Keep Your Board's Policy Framework Alive and Well
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 Many boards have made an initial investment in the development of a comprehensive policy framework only to see it fail to take hold and deliver benefit. Assuming the original intent was sound this is usually because, after the initial burst of effort, the novelty, and the 'follow-up', falls off. .....
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Why Does Your Board Need An 'Annual Agenda'?
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The time a board has for its members to meet face-to-face is arguably its scarcest resource. There are many pressures on that time and, consequently, a tendency to overload the agenda. As directors often complain this is made worse by trying to deal with 'too much of the wrong stuff'. Many boards - even those with professional directors - are vulnerable to 'bogging down' in short-term, day-to-day operational and management matters.
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