I made the argument that Key Performance Indicators and Key Risk Indicators are really the same thing, yet a nuanceworth discussion is initiative management. We launch new factories, new products, training programs, marketing material, etc all the time, yet often do a sub-optimal job managing the project. And execution waters down further as we try to manage the portfolio.
Even though initiatives are different than performance indicators, we need to account for their management within the same framework. We need to understand our objectives, the priorities, resource constraints, milestones, etc in order to more proactively manage the business to achieve more strategic goals. We need to enhance our ability to discuss our progress to our goals (both annual and strategic) and how all the KPIs and Initiatives are working together to achieve the end.
