Leadership teams review performance constantly, yet many still can’t answer two basic questions: Are we achieving the results we intended? And is our strategy actually working, or are we just busy executing it? It’s rarely a failure of effort. It’s a failure of evidence.

A colleague of mine, Peter Ndaa , who works across Africa and the Middle East, published an article worth reading: The Performance Paradox HR Leaders Can No Longer Ignore . Peter's central point is straightforward: performance isn't just a number, it's a system that is shaped by how measures get used in conversations, decisions, and the consequences that follow. And when organizational performance data gets used to judge individuals, the system backfires. I've seen this pl

Too many organizations struggle to create meaningful KPIs because leaders delegate their design to people without the full strategic intent behind the goals.

A conversation with Stacey Barr reflecting on PuMP’s development, evolution, and enduring relevance.

Metricide is a condition in which an organization’s performance measurement efforts do not provide credible evidence of whether strategy is producing the results intended. Performance measurement no longer serves its core purpose of helping leaders steer strategy and execution. Even organizations that invest in measures, dashboards, reports and structured reviews, may still not be able to answer the fundamental leadership questions raised in a strategy review.

Readiness measures build confidence for today, Performance measures provide control over results tomorrow. Both are essential for managing real organizational performance.

Leaders want evidence that strategy is working, not just reports of activity. Watch the replay of our webcast with Stacey Barr and Kathy Letendre exploring how leaders can measure strategic progress with PuMP. We introduce four types of progress measures that help organizations move from reporting motion to demonstrating results. Download the summary to see how balancing activity, impact, effort, and leverage leads to meaningful improvement.

If teams keep dodging performance reporting, maybe it's not about the data “Can you provide some best practices for generating enthusiasm for reporting progress against strategic objectives?” That question came up during a recen t webcast Stacey Barr and I conducted on Paradigm Shifts of PuMP ¹ for a results-oriented and measurable strategy. Often rooted in frustration, the question comes up a lot in one-on-one conversations, strategy sessions, and executive meetings. “We in

Being called to serve on jury duty this 4th of July week reminded me of the importance of service in our country and how it takes many...