I was recently interviewed for a podcast on transforming executive leadership through well-defined KPIs. I address some of the challenges in developing powerful key performance indicators for the executive suite - along with a handful of warnings on typical challenges to building KPIs successfully.
The challenge of designing a CEO dashboard is the challenge of getting to simple.
This 30 minute webinar is targeted at CEOs, executives, managers – and the knowledge workers who are charged with designing and developing dashboards for their organization's chief executive.
It doesn’t matter which two teams.
It starts immediately and unconsciously. To some degree the integration of teams around a common goal inevitably produces an Us vs. Them dynamic. This split creates division over perceived effort, talent, recognition, praise, conflict resolution, inclusion, and commitment.
Exceptional leadership can bridge these gaps and unify teams for a larger purpose. But exceptional leadership by its very definition is a scarce resource.
How does everyone else resolve this challenge? And what can I do with my own team?
If you've haven't worked with Strategyzer's ground-breaking business model canvas you're missing out on one of the most powerful tools for innovation available. Its utility ranges from blank-slate innovation to the introduction of new strategic initiatives within existing organizations.
Its power lies in its ability to create and communicate the fundamentals of an organization's business vision.
Whether you're building the structure and key performance indicators for your CEO's dashboard - or simply need help working through the design on a data visualization, we can help.
Come check out sample data visualizations from our portfolio and see if there's an area where we can support you.
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.