| We've all worked at that organization. You know the | | | | There's been a vital and dramatic shift in the past |
| one: the place where you have to go searching | | | | years; a shift from a performance measurement |
| everywhere for information, for every single piece of | | | | culture to a Performance Management culture. And |
| data. But you look in 10 different places and you get 10 | | | | the chief aim of a Performance Management culture is |
| different answers. There is no single system of record | | | | no longer just about having all of that relevant data in |
| for key, vital statistics- the vital indicators that tell you | | | | one place - although that's important too - it's also |
| whether your organization is healthy or not. And then | | | | about being able to use that data in a meaningful way, |
| there's you, searching high and low for a piece of | | | | to build your business. |
| information that will better inform how you do your job. | | | | To see clearly those areas that need to be worked |
| But it doesn't exist, at least not definitively. There is no | | | | on and to benefit as much as possible from those |
| single version of the truth. | | | | things that, as an organization, you do well - and from |
| When I started in the Performance Measurement and | | | | the people who own those thriving metrics and are |
| Management business 14 years ago, that organization | | | | helping them excel. It's a more collaborative culture, one |
| was most every organization. And that was why we | | | | that's less quick to blame. And it's a culture that we fit |
| were doing what we were doing, because we were | | | | into nicely, because our approach to measurement and |
| looking to improve on the status quo. We wanted to | | | | management has always been one where everyone |
| help people measure - to track things like actual versus | | | | works together towards the same goals. |
| budget, actual versus benchmark, etc... | | | | |