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Planning: The Cardinal Sin of Not Having a Plan
Published in Casey J. Bedgood, The 10 Cardinal Sins of Leadership, 2022
Once leaders outline their organization's knowledge structure, they should consider creating a knowledge menu of sorts. In short, the menu constitutes those knowledge focus areas that will determine if the organization survives, can compete, and can win in the current or future market environment. Common menu themes include, but are not limited to: succession planning, cross training, depth in roles, quick guides for completing work, paired work assignments, and the like. The goal here is for leaders to match their knowledge plan menu to the organization's current gaps and future needs. As with the other plans, the leaders decided to set and review various knowledge KPIs (key performance indicators) at least monthly. If unfavorable or unexpected trends or patterns emerged, corrections followed quickly.
Design a measurement system
Published in Kathryn A. LeRoy, Transforming Organizations, 2017
Key Performance Indicators (KPIs) consists of those metrics that best indicate progress toward a desired result. At the organizational level, they provide a means to monitor the implementation of strategy. Choosing KPIs that align to the mission and goals help to determine the gap between current and desired performance. KPIs also serve as a guide to assess organizational effectiveness. Your organization's KPIs may differ from your competitor or a similar business. While we can list common indicators of success as shown in Figure 8.1, every entity must base the selection on their unique context and aspirations.
Introduction to Desired Behaviors
Published in Morgan L. Jones, Drew Butler, Gerhard Plenert, Transform BEHAVIORS, Transform RESULTS!, 2023
Morgan L. Jones, Drew Butler, Gerhard Plenert
A question that might arise here is how an organization can make sure it delivers the intended results. Traditionally, results are measured using key performance indicators (KPIs). KPIs are closely related to organizational performance (Bhatti, Awan, and Razaq, 2013) as they give insights about what has already happened and what needs to be changed. Organizations need to identify their KPIs to determine if they are going in the right direction toward achieving the organizational goals and objectives or not.
Occupant-Centric key performance indicators to inform building design and operations
Published in Journal of Building Performance Simulation, 2021
Han Li, Zhe Wang, Tianzhen Hong
In addition, although the field of building performance usually uses the terminologies – ‘metrics’, ‘measures’, and ‘indicators’ as synonyms (de Wilde 2018), they do have different implications. ‘Metrics’ usually represent how performance changes over time or in different dimensions. ‘Measures’ are the values or quantities that represent the performance. ‘Indicators’ are usually combined values that reflect the performance with easy-to-understand information rather than raw operational measurements. Originating from the business world, key performance indicators (KPIs) are critical navigational instruments that monitor performance and draw attention when a project is veering off the right path. Good KPIs not only measure the performance, but are also objective and actionable (“What Gets Measured Gets Done: Key Performance Indicators” 2010), which help managers measure what matters the most in their business. In this study, we review existing occupant-centric metrics, measures, and indicators, and synthesize them as KPIs. The objective is to help stakeholders identify the reasons and solutions of problems in building performance field from the occupant-centric perspective. It should be noted that the occupant-centric KPIs are not proposed to replace the existing building performance metrics but rather to provide an integrative set of KPIs focusing on the occupant perspectives for use cases that emphasize human factors and related performance.
The significant impact of the economic sustainability on the cement industry by the assessment of the key performance indicators using Taguchi signal to noise ratio
Published in Cogent Engineering, 2020
Rashid Nawaz, Iftikhar Hussain, Sahar Noor, Tufail Habib, Muhammad Omair
In the future, society will need to depend on sustainable growth rather than destructive consumption (Damjan Krajnc & Glavic, 2003). Manufacturing firms are using Key Performance Indicators (KPIs) to control and follow-up their operations, and to drive improvements (Mats et al., 2016). According to Latin Dictionary and Grammar resources, the word sustainability is derived from Latin word Sustinere, meaning“ to support or to sustain”(Omair, 2017). According to Brundtland (WCED, 1987), a United Nations Commission defined sustainability as “Sustainable development is the development that meets the needs of the present without compromising the ability of future generations to meet their own needs” (Brundtland, 1987; Sarkar et al., 2018; Holden et al., 2014; Labuschagne & Brent, 2005; Yan Dong, 2017). According to the U.S. Department of commerce the sustainable manufacturing is “the creation of manufactured products that use processes that minimize negative environmental impacts, conserve energy and natural resources, are safe for employees, communities, and consumers and are economically sound” (Marja Paju et al., 2010; Omair et. al., 2017; Omair et. al., 2015; Omair et. al., 2014). But still, after years of research, scholars have not agreed upon a common definition of sustainable manufacturing, additionally, many authors are of the view that there is no common definition for sustainable manufacturing (Haapala et al., 2013; Moldavska & Welo, 2017; Wang et al., 2016). In these various definitions of sustainability, most of them agree that sustainability has three objectives. These objectives or goals are referred to as the three main pillars of sustainable development (Azapagic & Perdan, 2000; Khoshnava et al., 2018; Salman et. al., 2019; Omair et. al., 2019).