April 2015
Intermediate to advanced
448 pages
8h 47m
English
book
Key Performance Indicators: Developing, Implementing, and Using Winning KPIs, 3rd Edition
by David Parmenter
Content preview from Key Performance Indicators: Developing, Implementing, and Using Winning KPIs, 3rd Edition
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Chapter 8Getting the CEO and Senior Management Committed to the Change (Stage 1)
The senior management team must be committed to developing and driving through the organization's KPIs and any balanced scorecard that includes them. In order for this to happen the thought leader who is driving this concept forward needs to follow the guidelines set out in Chapter 10, Selling the Change. In addition, timing when to commence this project is everything. This project has to find a suitable window where the senior management team (SMT) will have time to commit to a KPI project.
Obtaining Senior Management Team Commitment
This activity was step one in the first and second editions of this book. The senior management team's commitment creates a dynamic environment in which projects can thrive. Before the senior management team can do this, they need to be sold on the concept and fully understand why they should treat monitoring and follow up on the KPIs as a daily ...
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O’Reilly covers everything we've got, with content to help us build a world-class technology community, upgrade the capabilities and competencies of our teams, and improve overall team performance as well as their engagement.Julian F.
I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.Addison B.
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I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.