دانلود کتاب شاخص های کلیدی عملکرد

Many organizations fail to achieve their potential because they lack clarity regarding the more important things to do. These organizations have not distinguished their critical success factors (CSFs) from the myriad known success factors. This lack of clarity means that often staff members will schedule their work based around their team’s priorities rather than the priorities of the organization. As Exhibit I.1 shows, even though an organization has a strategy, teams often are working in directions very different from the intended course. Performance, in many organizations, is thus a rather random exercise, like the weekend golfer who is lucky to win the Saturday competition every 10 years. This does not need to be the case, as truly great organizations know their CSFs, communicate them to their staff and use the CSFs, as this book suggests, as the source for all their measures.