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 | A Balanced Approach to Measurement |
| < | Measurement must look at results in relation to the key constituents of the business: the customers, shareholders, employees and senior management. |
| < | Balancing internally and externally focused measures, as well as financial and non-financial numbers. |
| We Believe in the Following Principles |
| < | The very act of keeping track in itself increases productivity. |
| < | People want to succeed and given clear, achievable criteria for success, will work to succeed. |
| < | Displaying scores creates the motivation for excellence. |
| Key Quotes |
| “Teams that don’t keep score are only practicing.” --Tom Malone Milliken < |
| “Too often we measure everything and understand nothing. The three most important things you need to measure in a business are customer satisfaction, employee satisfaction, and cash flow. If you’re growing customer satisfaction, your global market share is sure to grow, too. Employee satisfaction gets you productivity, quality, pride, and creativity. And cash flow is the pulse -- the key vital sign of a company.” < < --Jack Welch GE |
| What We Do |
| < | Performance measurement programs This includes the identification of vital signs, the definition of measurement data sources and calculations, implementation of the program in the organization , and training and seminars. Performance measurement programs are often combined with scorecard and scoreboard applications. (See our Measurement Information Quotient (M-IQ) Survey and our Business Performance Measurement Seminar.) |
| < | Scorecard and scoreboard applications After the vital signs are identified and defined, technology is again the great enabler. Quick and accurate assembly and massaging of the data into meaningful measurement representations available for all to see, is the great motivator of a performance measurement program. (See our Scorecard Application Demo) |
| < | Reward programs Of course, what measurement program, once defined and displayed, is complete without the added motivation of rewards for achieving excellence? Reward programs need not be expensive. Innovative ways to recognize are often cash free. |
| < | Executive Information Systems (EIS) This overused acronym is simply a scorecard application geared for the executive. It is the gathering and manipulation of data into meaningful measurement representations to quickly identify the status of company vital signs, with the ability to "drill down" to details as required. |
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