Articles in Category: Performance Management

How to plan a re-plan

When your plan is fundamentally knocked off course – you re-plan.

How to plan a re-plan

Every organisation has had its plans affected by COVID-19 and the vast majority of organisations have already re-planned once and will do so again in the next 2-3 weeks and again in 3-4 months.

Many large organisations were used to taking 3-4 months to write a single annual plan. But there had already been a movement to more agile planning and execution cadence.

What was pre-existing best practice and what lessons can we take from the COVID-19 experience?

If data is the “new oil” of industry, what does that make your people?

What can we learn from the use of data during the COVID-19 crisis.

If data is the “new oil” of industry, what does that make your people?

We often visit CEO’s, Heads of Transformation, culture “experts” and performance leads, to talk about transformation and performance improvement. We often hear data is the new golden bullet that will help them be smarter, do a better job, drive more revenue or provide a better service.

Organisations will spend in some cases many millions of pounds, euros or dollars setting up data warehouses, data cleansing, data analysis and data mining systems. Data seems to have become the wonder drug that people believe will transform their businesses overnight.

Why the future of the NHS assurance and Crisis Management needs to be integrated.

Our definitive list of reasons why integrated NHS assurance is a the way forward

Why the future of the NHS assurance and Crisis Management needs to be integrated.

Assurance is a vital aspect of governance within an NHS Organisation. Boards need to ensure that their organisations can deliver the financial sustainability and quality care that they declare within their annual governance statement, be this business as usual or mid crisis. 

It is well known that it is vital to have effective assurance systems in place to ensure that reality is not distorted from ward to board. However with increasing pressures on the NHS, regular and continued organisational change and the need for constant innovation what does an effective assurance system look like in 2020?

Your procurement is missing Performance Management.

What procurement need to understand about performance management

Your procurement is missing Performance Management.

The idea of Performance Management within Procurement is a scarcity, with most organisations not really grasping the importance of effectively managing the performance of their Procurement arm. Here we will be focusing on three main areas – the fundamentals of scorecards; the challenges of identifying value for your organisation and some practical approaches to measure and track value and performance.

We will also deep dive into key performance metrics to look out for and how to clearly identify good performance.

A Performance Manager’s Christmas 2019 Wish List for 2020

A short list of the most important things we think you need in 2020

A Performance Manager’s Christmas 2019 Wish List for 2020

With Christmas and the New Year approaching with speed. We thought we'd create a quick wish list for what we think will be the most desired functionality and features in the New Year.

Have a read through our list and see what you think... do you agree with what we've included?

Eighteen elementary examples of target setting pitfalls

Target setting should not be treated lightly!

Eighteen elementary examples of target setting pitfalls

A key element of managing performance is to set challenging but achievable targets against meaningful performance indicators.

The achievement of these targets is a key element in an organisations duty to continually improve their services and to deliver their aims, objectives and priorities.

Target setting can come with its own problems, but listed below are 18 things to consider, which will help you avoid many of these.

How to support new ways of agile working

Quickly respond to challenges in short timeframes using industry leading software

How to support new ways of agile working

Agile working involves responding in short time-frames to changes. Those changes may be fresh knowledge that comes from new data insights, or internal re-organisations, priority changes, unplanned resource availability changes, or a host of external factors.

What is outcome based budgeting and how it can radically change the way your organisation saves it's cash

We all need to save cash, let's do it based on positive outcomes!

What is outcome based budgeting and how it can radically change the way your organisation saves it's cash

Austerity is an issue all the whole of the public sector are facing, and financial resources can be scarce for everyone. Organisations can utilise outcomes based budgeting (OBB) practices to better allocate and prioritise their resources. Here we will take you through what Outcome Based Budgeting is all about, it's advantages and how you can implement it.

Google's OKR approach to setting goals

A great Bernard Marr article: "How Google Sets Goals: The OKR Approach"

Google's OKR approach to setting goals

We've seen a great article from Bernard Marr and how google adopted the OKR (Objectives and Key Results) approach as a start up.

We love OKRs at InPhase which is why we've automated the whole OKR process to help you define, cascade and manage business plans, collaborative goals, projects, risks, and key results from the strategic to the transaction level, from the CEO to the individual member of staff.

See the Bernard Marr article below:

Finally, the ability to integrate PMO with business management

Free InPhase PMO PowerPoint Deck Download

Finally, the ability to integrate PMO with business management

There is a shift we have seen by our customers to integrating the Project Office reporting and information into the overall enterprise performance management of the organisation.

The Project Office is often the real driving force for change and improvement in any organisation. From complete transformation with mergers, restructures, divestments, to major asset change, to process changes, to specific operational projects.

The key to getting more engagement in your new software project

It's as simple as S.I.P

The key to getting more engagement in your new software project

After rolling out many systems and solution for many years, and watching many systems get implemented in my own business it can be an overwhelming process and a difficult one to get right first time.

For me and many other professionals in the field, the concept of meaningful implementation and engagement leading to sustainable improvement and measurable outcomes is second nature but too many it probably isn’t.

Can we fix the NHS? From the perspective of Performance Management and Business Intelligence

Too much demand, too many patients, not enough resources

Can we fix the NHS? From the perspective of Performance Management and Business Intelligence

The challenge that the NHS faces today is variously described as: too much demand, too many patients, not enough resources.

This blog examines these issues identified by the systems already in place in the NHS and suggests how we can act on the performance management and BI information as part of addressing this classic dilemma: demand is clearly greater than supply.

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