Pauline Sandford, Chairperson & Joe Gorman, Chief Executive Performing in the present, building...
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Transcript of Pauline Sandford, Chairperson & Joe Gorman, Chief Executive Performing in the present, building...
Pauline Sandford, Chairperson & Joe Gorman, Chief Executive
Performing in the present, building capabilities for the future
Overview
Performing in the present…
…building capabilities for the future
Performance measurement: lessons learned
Learning & flexibility
Performing in the present…lessons learned (using Hammer’s ‘7 Deadly Sins’ framework)
Results in:
Focus measurement on core end-to-end processes, not functions
Deciding what to measure
1
Concentrate your measurement on the drivers of these processes, not just the outcomes
1
•value for customers•a common focus & brings people together
•challenging traditional assumptions
•a thorough understanding of what really affects performance
Performing in the present…lessons learned
Results in:
Clearly define the measurement – leave no doubts or room for dispute
Measure in the right way (1)
1
Always pursue accuracy1
•no ambiguity and no room for ‘interpretation’
•the gap between reality & what’s being measured being closed
Performing in the present…lessons learned
Results in:
Keep an eye on overheads
Measure in the right way (2)
1
Beware of humans!1
•simple, convenient & inexpensive measures
•Measures designed with the potential for undesired behaviours in mind
Performing in the present…lessons learned
Results in:
Be clear about who performs each measurement area
Use Measurement Systematically
1
Have a target for each measurement
1
•responsibility-taking & accountability
•something to compare performance against
•a basis to start identifying what is and what’s not working
Performing in the present…lessons learned
Results in:
Manager’s must insist on getting & using good measures
Create a measurement-friendly culture
1
Recognise achievement through measure use & critically question success that cannot be explained using measures
1
•attitudes committing to measurement use
•manager commitment to measurement use
•an emphasis that measures are important
…building capabilities for the future
Shared ideas & common purpose
Value for customers & a viable future
1
Demand value from each other & our partners
1
•listening & learning (starting at the point of service delivery)
•teamworking, procurement & management interventions
•experimentation, innovation, evaluation...
1 Never stand still
from: