Step through the process of identifying and combining the right measures to gauge, narrate, and guide your organization's progress toward true success. All organizations have a common goal to be successful. All leaders want to make data-informed decisions and use measures to improve processes, communicate progress, and gain support. The problem is that proxy or partial measures donโt measure overall success and can be misleading. They measure performance parameters, progress on a specific task, customer feedback, and other piecemeal indicesโwhich taken separately fail to describe an organizationโs progress toward overall success.
To measure success, leaders today are missing a key meta-analytic in their toolbox. In this book, metrics consultant Martin Klubeck provides it to them. Success Metrics shows organizational leaders how to measure success at the individual and organizational levels. By measuring success in multiple dimensions using multivariate methods you will be able to determine what works and what doesnโt. The key is to measure and promote progress in terms of organizational vision, mission, and overarching goals.
Business leaders too often succumb to the working assumption that they only have to show shareholders and boards of trustees that they are turning a profitโthe higher the profit, the more successful their stewardship of the company. Wrong! To truly thrive and endure, all organizationsโcorporate, government, small, large, nonprofit, or startupโneed to define and pursue the underlying purpose for their existence.
The author's integrated measures of success can be used to communicate organizational progress to stakeholders, shareholders, boards of trustees, corporate leaders, the workforce, and the customer base and thereby galvanize broad commitment to organizational success. Klubeck shows how his principles and methods of measuring overall success can be applied at all levels: individual, team, group, department, division, and organization.
What You Will Learn:
- Why you should measure success instead of performance
- What to measure and what not to measure
- How to integrate the measures of success to tell a complete story
- How to share measures of success with different audiences
Who This Book Is For
The primary readership is organizational leaders at all levels from the executive suite to middle management who are concerned with measuring success. The secondary readership is analysts and consultants who are tasked with designing metrics programs for their organizations. The tertiary readership is individuals interested in adapting the author's framework to measure overall personal success in multiple dimensions.