Measuring performance is one of the key requisites of any continuous improvement programme, and the information gained from performance measures are useful in establishing a programme to benchmark against competitors, other organisations or previous results.
However research shows that there are key limitations with many performance reporting systems in organisations:
- Multiple data sources and information flows resulting in a multitude of reports and conflicting management information.
- Too much time spent reconciling information from various sources and disputing information integrity
- Duplication of information and effort in many areas
- Management reporting does not reflect the new global organisation and subsequently fails to support the business decision making process
It is a known fact that what gets measured gets done.
- People will do what they are measured on and rewarded to do.
- Performance measures should focus on measuring results and encouraging the behaviour we want correlating directly with the competencies required for a particular job.
Atelier's performance measurement framework and tool defines, for each functional area of the organisation, what needs to be measured and how to measure it. Drilling down from the corporate objectives of the organisation, the tool defines the measurement criteria, the specific metrics and targets, and the frequency of measurement and reporting both at the corporate level and also for individual business units.
Our approach seeks to improve the quality of management decision making through relevant and timely management information.
We believe that the most successful performance measurement systems are those that are crafted in conjunction with the business managers who bear ultimate responsibility for the performance of their units.