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.
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.)
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.”
The ancient story of 6 Blind Men & An Elephant is used in this animated presentation to illustrate the challenges of aligning a CEO's understanding of their value proposition with their leadership team and board members.
Leaders can work shoulder-to-shoulder for years and still have very different ideas about the fundamental value the company is trying to create for its customers.
Our belief is that this alignment doesn't happen passively. It takes a deliberate effort to get everybody on the same page. And significant challenges and tensions emerge when their are disconnects.
Plus, we like flying elephants and camels.
It's like being back in film school.
Been locked away in "the studio" this week recording video, audio, editing, building presentations, hunting for sound effects, discarding sound effects, and prepping the marketing for two social media campaigns.
The first campaign, a formalized offering for CEOs that helps establish value proposition alignment between a CEO and his/her leadership team (not an easy task) - and an easy disconnect to miss.
In the daily bombardment of unsolicited email, pop-up video with every swipe, and newsfeeds crowded with calls-to-action, it is increasingly difficult to draw attention to one's company and value proposition.
This week we rolled out an interactive presentation called "Driving Data ROI from the Executive Suite." It is the first of a larger set of releases that share the vision and value of The Bartlett System.
Here's the non-interactive video presentation...
"What is our value proposition?"
You would think that everyone in an organization - and certainly everyone on the same leadership team - would identify a common value proposition for their customers.
Surely the CXOs are on the same page.
I mean they must be.
How could we have gotten this far! We all work in the same organization, we gather in the same conference rooms, we work on the same projects, we budget together.
We dine with the same customers!
We know it's not what it says on the website. That's all wrong. But that was just marketing. They never get it.
They nagged us about it, and then just wrote whatever. What they always write. The usual stuff.
But, come on, we know why our customers stay with us. Right?
The most important dashboard in an organization is the one on the CEO's mobile phone or desktop. Other dashboards may provide insight into critical issues: financial health, marketing spend, operational efficiency, customer satisfaction and much more.
The CEO’s dashboard tells the story of the company’s business model .
The key performance indicators here are vital signs that indicate how well the business model itself is functioning - and they provide predictive and actionable insights into future challenges and growth.
This article provides a five-point sanity check for your own CEO dashboard. Lock the door, hold your calls, and open up your current dashboard.