An actionable insight: Stacey Barr, an Australian-based expert on defining and implementing key performance indicators, wrote a recent column about the pitfalls of brainstorming KPIs. With her reliably cogent, analytical and thoughtful perspective, she makes a case against open-ended KPI definition sessions (vague goals, persuasion contests, and shallow levels of detail).
In lieu of a team brainstorming session, she recommends a pragmatic "real world" approach to designing KPIs that focuses on efficiency, early buy-in, and a logical process. Although 15 time zones away, some of Stacey's work resembles our own with regard to Instrumentation and Key Performance Questions. In the Bartlett System Value Wheel, these two critical steps kick off the data-oriented project efforts that follow.
A big part of the challenge (in New York as well as Brisbane) is helping clients figure out exactly where to get started - and what kind of infrastructure and pre-built tools will help CEO's get there.
Before you get started building out your ceo dashboard and KPIs, ask yourself if the CEO has done the foundational work upstream of dashboards and KPI brainstorming questions.
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