Key Performance Indicators: Developing, Implementing, and Using Winning KPIs, 3rd Edition

Chapter 8Getting the CEO and Senior Management Committed to the Change (Stage 1)

Overview

The senior management team must be committed to developing and driving through the organization’s KPIs and any balanced scorecard that includes them. Thus, the timing of the project is vital. This project has to find a suitable window where the senior management team will have time to commit to the change process. This chapter outlines the tasks required in this stage and gives instructions on how to access, free of charge, a PDF of the suggested worksheets and checklists to be used by the KPI project team.

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 ...