Pretty elegant... I've been building a data model that uses Step 2 and 3 outcomes, mapped to their measures (mapped to their data points in the measurement methodology) to create a 'live results map' that shows results in real time... using the map as the 'dashboard'. Thanks for sharing this!!!

Keep doing more video

Thanks so much for these videos. I need to figure out what good results are before I start trying to measure it.

Regarding point number 4 - isn't it more likely that everyone struggles with effective measures? This kind of highly-visible thing seems unlikely to be a trade secret.

Pdf pls

Clear , concise , and understandable to a non-business 'new' sub....thank you.

Thanks for sharing

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You aren't wrong. After reading some HR trend reports the number of companies in all sectors and around the world that are ditching their performance appraisal process keeps growing and growing....

Thanks Stacey. Well-explained

What are your views on the "professionalism over personality" concept? Do you have a video on emotionalism in the workplace?

Great tips in here Stacey - provided me an opportunity for reflection on my practises, Jan 2022 first dashboard had four pages, Jan 2023 had seven pages and now in Jan 2024 we have nine pages. Small changes and improvements in response to both customer needs and familiarity with the process and it's benefits. It might sound like a lot, but we get thru the report in less than 30 minutes and have seen great improvements in the results! Thanks for sharing.

Thank you for sharing. The points are so easy to grasp and the consequences are so glaring. Thanks for sharing.

This was helpful - thanks!

There is a new book: OKR for dummies by Paul Niven (2023). He is aware about the difference between milestones and results. However, he defends the idea that key results must encompass both milestones and metric key results. He argues that the best way to construct key results is by using the story concept which means identifying your business impact key result and then work backward, asking what drives, our leads to, that key result. This of course includes milestones that according to Niven are binary that is, either you achieve it or you don't. We could disagree with his definition but at least he leaves no doubt about what OKRs are.

How would one measure the feeling of employees being more engaged

I like the subject-state. It keeps focus on what the future we desire or change we desire looks like.. Thank you for all you do

This video is short and very informative. Made a habit now to listen to more of this on KPIs. Thanks a lot.

Thank you Stacey for this informative video on KPI composite Indexes. There is a very popular index used in manufacturing, which is Overall Equipment Effectiveness (OEE). OEE is the result of multiplying three measures: Quality% x Performance% x Availability%. This measure is so popular that it has become a standard KPI in manufacturing. It is even used by software for information automation on production lines, such as Manufacturing Execution System (MES). OEE is a built-in feature that is present in all production monitoring software. Mohammad Ajlouni

Thank you very much for these distinctions. I really would like to know more about setting performance targets in such a way that people are not burnt out.

Thanks a ton mam

This is quite enlightening. Thanks for sharing and helping to differentiate in clearer terms between what is called qualitative and quantitative data.

This is so inspiring. Using evidenced based fact for improving community relations- measuring what matters. Thank you for Sharing Meme Styles and Stacey. "Drop all expectation of what to measure until the community lends their voice"👌

What a great amazing story for Austin Community and Measure, an illustration of what implementation of PuMP methodology can achieve. I've been struggling to get PuMP a foothold and this story has renergised me to keep on going and keep the PuMP flag flying. 🤞Thanks Meme 🙏

Having gone through about 4 PuMP workshops and hosted an EBL workshop, I can see how tempting it might be to inject organizational results and measures into personal performance goals. I've been recently asked to complete the personal performance plans for my staff, and I have come to similar conclusions to yours in my thinking. If we are to measure organizational performance without judgment, this inevitably means that personal performance plans should not be linked to organizational goals, but rather, personal growth goals. Your video just adds to my curiosity about what research might exist to show the causal relationship between personal growth and organizational performance. If we can draw that link out somehow, that is the golden ticket to moving in this direction. Another question this raises is one of culture. There is always risk in giving others control over their own measurement of performance (will people game the system to work less). I would love to see another video address these as I'm sure this would be the next logical step people stumble on. I'm also tempted to run an experiment with my team, and adopt this approach, but how would I compare the outcomes of this method to the status quo... in my interpretation of this, each person's performance is measured against individualized measures, which makes it an apples to oranges to bananas comparison, unless I got it wrong. Very interesting video, thank you for making it.

An amazing story, what an achievement 👏👏🙏

I agree with Alistair, I like the bike and breakfast delivery. I agree with your thoughts on this.

Thank you for sharing. I really do not think your views are out of place. The aspect of employee management that employees dislike the most is Performance Appraisal. Furthermore, organisational goals are set and cascaded yet the goals are not achieved- numbers may be achieved but not the financials. This leaves most employees confused and apathetic to the process. Collaborative goal attainment aligned to the organisations' strategy would be a better approach. The focus will be on process measurement and not judging individual performance.

Totally Agree

This is practical🙂 and fit for use. Thank you

Thanks for this clear route from actions to outcomes. It really makes sense

As usual, brilliant

Here's another one from ChatGPT: *Q: What do you think about the following statement: Measures come from evidence, not data.* A: The statement "Measures come from evidence, not data" is an interesting perspective, but it is important to clarify the relationship between evidence and data in this context. Data, in its raw form, is a collection of facts or information. It represents observations or measurements of various parameters. Data alone does not provide meaningful insights or metrics. It requires analysis and interpretation to derive valuable information from it. Evidence, on the other hand, refers to the body of information or facts that support a particular claim or conclusion. It is derived from the analysis and interpretation of data or other sources of information. Therefore, it could be argued that performance metrics are indeed derived from evidence, as they are based on the analysis, interpretation, and synthesis of relevant data and information. The evidence provides the foundation for the metrics, supporting the claims or conclusions made about performance. In summary, while data is the raw material from which metrics are derived, it is the analysis and interpretation of that data, forming the evidence, that ultimately shapes the performance metrics. Both data and evidence play important roles in developing meaningful and reliable performance metrics.

Thank you Stacy for this valuable vedio ,however ,for ROI KPI ,i think this is a long term measurement as it takes time usually to see the fruites of a project namely launching a new product or service ,and from my point of view this measurement should be done by Strategy ,related business and Finance as PMO can't keep monitoring the project performance for along time . What do you think?

@Stacy Barr I just wanted to share what ChatGPT "says" on this very significant topic: *Q: Why are metrics / KPIs often used as a tool for judgement, and not as a tool for improvement?* A: Metrics and key performance indicators (KPIs) are often used as a tool for judgment rather than improvement for a few reasons: 1. Misalignment with objectives: Metrics and KPIs can be misaligned with the objectives of the organization or team, leading to a focus on the wrong things. When this happens, metrics become a judgment tool rather than a tool for improvement. 2. Lack of context: Metrics and KPIs can lack context and fail to provide the necessary information to drive improvement. Without context, metrics can become arbitrary numbers that are used to judge performance rather than drive improvement. 3. Limited scope: Metrics and KPIs can be limited in scope, focusing on a narrow set of data points that do not provide a holistic view of performance. When this happens, metrics can become a tool for judgment rather than a tool for improvement. 4. Lack of action: Metrics and KPIs can fail to drive action when they are not tied to specific actions or initiatives. Without a clear path to improvement, metrics can become a tool for judgment rather than a tool for improvement. To use metrics and KPIs as a tool for improvement, organizations and teams must ensure that they are aligned with objectives, provide context, have a broad scope, and are tied to specific actions or initiatives. Additionally, it's important to foster a culture of continuous improvement where metrics are used as a tool for learning and growth, rather than a tool for judgment. This requires a focus on collaboration, transparency, and a willingness to experiment and adapt.

I have been following you for years-about15 yrs now-and am grateful to you for helping me understand better strategic implementation through the right/correct and meaningful KPIs

This is a brilliant conversation with such rich content around measurement and improvement. Stacey and Mike both raise significant and relevant points. If only the health service could adopt meaningful metrics rather than focus on data.

Appreciative Inquiry (AI) uses the Subject - State grammar as part of its improvement process, articulating the change you want to see. To develop that, they frame the question along the lines of "In XX period of time, what does the world look like??". It could be, in January 2024, why are people choosing to work in your company. AI uses that statement as the goal to be achieved, and then you can identify the path to follow to achieve that. I see a lot of interoperability between AI and PuMP, they are very complimentary tools.

Another great video. Thanks, Stacey, for all the wonderful, clear, and practical advice you provide.

Thanks Stacey ,informative and beneficial

I love the way you laid out the different forms! Thank you

Goals at work are always set by others. Personal performance measures are set by our wives normally...🤣😂. Others always judge us, The wife is always saying that is not right or you did not do the vacuuming properly...🤪. I always think I am doing well, I also improve with beer 🍻 two is better than one. 😇. Dr's know better and the wife always knows better.🙃

Thanks so much! This is awesome to see how the development of KPIs works. Such valuable content! I am going to keep getting back to this video for inspiration.

Thanks for sharing

Nice one Stacey, I also like the “bike, breakfast and babble” delivery. I have been stalking you for a few years and these videos are a great development in the communication of your ideas. When I address gender and quotas with my groups of international business students, they tend to favour diversity and inclusivity on merit. That said, this is not surprising from groups of male/female students who have the resources and opportunity to study. I remind them we also need diversity in thought. In my mind… it depends! Quotas and merit both have their place depending on the system and real willingness and readiness to change. Your point about outcomes is spot on. Would getting the gender balance in organisations to 50/50 shift the dial on e.g. the degree of inequality in a business?; poverty seen in society? etc I think it comes back to the question you continually pose, Stacy… are we measuring the right things to get us out of this hole e.g. measuring hole depth as a sign of success - keep digging everyone and keep up the good work, Stacey!

result framework & quantification methodoly framework

Great topic Stacey. I tend to agree with you that as a 'goal' they wont work, for the reasons you outline. I think where they can be useful is as a conversation starter to uncover the real goal eg Do we really want 50/50 female / male bricklayers? If not, what do we want then for everyone who's interested in bricklaying, and how can we best achieve that outcome? I love the way you've created this vid - the blend of riding with you and sitting down at the table with you keeps me engaged :-)

Appreciate your time and valuable information ,we are looking for more ...

Thank you.