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With the end of the fiscal year approaching, companies now have the opportunity to review their performance at organizational, departmental and personnel level. The employees are, perhaps, the most important resource of an organization, as they can influence the company’s results to a large extent.
The San Diego Regional Quality of Life Dashboard was initiated in 2009 by the Equinox Center, an independent, not profit research and policy center that helps the San Diego region achieve a more prosperous economy and improve the quality of life of its residents.
Recently, sports titan Nike put an abrupt end to what seemed to be the next big thing, personal technology wise: the much anticipated Fuelband. So, what does this mean to the fit-band market and how did Nike’s sudden change of heart rattle wearable-hardware developers?
Finding the right balance between high profits, low costs, quality products/services and safety standards is not an easy process. Companies continue to face problems when trying to adjust to one of these components, rather than the other. An example in this direction is British Petroleum (BP).
Companies strive to decrease costs by improving performance with their available resources. This leads to the need for measuring performance through strategic measurement systems, based on tools like balanced scorecards, key performance indicators or dashboards. But with measuring performance there comes a questions: what guidelines should be used when defining and using metrics in order to avoid mistakes that seriously impair the usefulness of these tools?
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