The Company Dashboard & Strategic Alignment
Your company dashboard starts with a shared vision of your business. There's no point in measuring something if your team can't agree on what is most important. But what exactly IS most important in your organization?
Does everyone agree on the customer, the value proposition, the activities that are in scope - and the activities that aren't? Even if you don't agree on what will work, do you at least agree on what you're trying to do?
And if you were to separate your leadership into different rooms and ask them the same questions about the strategy and the business model, how close would they be?
Photo credit: Jon Raimes, illustrator, 30-SECOND THEORIES
To KPI Everything Is to KPI Nothing
As the familiar axiom goes, to measure everything is to measure nothing.
Mark Twain once said he it would take him 30 minutes to prepare a one hour talk, a day to speak for twenty minutes, and a week to prepare a five minute talk.
Getting to simple is one of the great challenges to working with information and to guiding actionable inquiry. The simpler you want to get, the more work it is to reduce. Someone once described this challenge as the journey to "simplexity," an appealing term for the challenge of simplifying a complex context.
So how do you get to simple? What questions should be satisfied during the design phase? What framework can we evaluate a potential KPI with?
Here are six problem areas to address before designing an executive dashboard or selecting KPIs. (And they are pretty helpful for every other kind of dashboard, too.)
Event Marketing, Data and Return on Event (ROE)
Events have remarkably similar attributes to planning and running any other large-scale, data-driven business — whether an event is your core business or an extension.
Months of Work, a Party in the Break Room and a Lackluster Thank You
Let’s go out on a limb and guess that you know this story:
After months of hard work, late-breaking changes in scope, and a heroic team effort, your IT project winds down to completion. There's a party in the break room, a dutiful executive thank you, and the obligatory post-mortem. Yes, there's cake.
Some of your team members think the project was a success. Others see it as a disappointment. But no one really knows the final verdict. Did it work? Not work? Meet expectations? Was the ROI there? Does anybody know?
Why is this?
Ram Charan and “The Central Idea"
“The central idea references why the company exists, whom it serves, how it should be nurtured, why it will flourish and how it will make money.”
At the Bartlett System our goal is to focus, align and measure our clients' business strategies. Through a thoughtful exploration of a client’s business models to the discovery of key performance questions, we help define key performance indicators that can guide conversations, frame initiatives and transform an enterprise. We work with technology partners like Logic20/20 that can help take our clients on the journey from strategic roadmap to full-fledged digital solution.
Here are some thoughts from Prashant Ganjikunta, Senior Manager at Logic20/20. Logic20/20 is a business and technology consulting firm headquartered in Seattle, WA; their technology services work in compliment to the Bartlett System to deliver strategic value to organizations. Please visit our own blog posting 7 Strategic Questions That Drive Project Success & Failure on the Logic20/20 blog here.
There's No Panacea...
Businesses are constantly seeking ways to gain a competitive edge by streamlining, automating, looking at analytical insights or decreasing the time to market. Organizations that achieve success and reach their goals are often those that are willing to transform and innovate using technology and new processes. Whatever the goal, there is no doubt a group of IT products, solutions and/or services will promise to be the panacea to any business problem.
As an IT leader, how do you choose the best technology solution for your business? Adding any new IT technology requires monetary investment, change management, and possible disruption to operations; it’s important to consider all of the options and ask the right questions before making a final decision.
Here are 7 technical questions IT leaders should ask of an initiative in their organization before making an IT investment.
Twenty Years of Watching Dashboards Fail
It may help to start with what a CEO dashboard - or any other dashboard for that matter - is not. Twenty years of working on dashboard initiatives has revealed a pattern of early warning signs that can be addressed - but first need to be recognized.
Have your dashboard initiatives had any of the following 9 characteristics?
Top Level KPIs Create Strategic Stability
When a small set of key organizational metrics are established and shared within an organization, there is a stabilizing effect on a CEO's intent and strategic plan.