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1 JimDensmore commented Permalink

Yet, too often, the biggest risk we have in an organization is that they can't get started - they're measuring nothing ... or measuring things they are not leveraging/managing at all. This suggests the approach of using these principles to develop a list of possible metrics the organization could begin to measure and manage, and then picking but a single item from the list to get started.

2 SLAN(Sateesh) commented Permalink

I could not agree more with Jim. Often the organizational requirements and team requirements may not match. It is usually an interesting challenge to align what the teams want to achieve with the goals of the organization. Since it is the teams that make the organization - it is important to identify the right thing to measure so that rolling it all up to the organizational level is not a daunting task.

3 bbaron commented Permalink

Awesome points, and hopefully this comment reflects all of those things....As a Strategy and Business Intelligence consultant, I have often found that one of the more daunting tasks was to decipher the current measurement framework and KPI's to try and identify why "the things they measure, they measure." Once you got past a management layer, where financials were the driver (rightly so), the loose conglomeration of measures and dashboards often told a tale that identified mis-alignment of incentives, tendencies to focus on good (or where good was undefined with benchmarks), and omit bad measures, and communication gaps (sometimes the cause). Once you can identify the "why" we measure the things we measure, it uncovers a bit of a map of the organization that helps define the complex environment that needs to be adddressed.

4 mcantor@us.ibm.com commented Permalink

Jim Makes an interesting point I had not considered. The 'principles' can be operationalized in that they can be converted in a set of criteria for establishing and evaluating a metrics program. Each of the principles can be turned into a question which can be asked of the team building the metrics program. I will leave that as an exercise for the reader. :-)

5 mcantor@us.ibm.com commented Permalink

Bruce also makes a good point: The measures get harder to specify the further one goes down in the organization. I will post a separate blog entry on that topic to continue the discussion.

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