What was the main driver for you to join the Performance Improvement Club?
We didn’t feel we were truly comparing performance with the approach that we had previously. We used to spend a lot of time compiling data but very little time analysing the results which were often only available a long time after the period in which we were trying to compare.
What has been your biggest learning or lightbulb moment since joining the PI Club?
There have been a few to note. Firstly, that we weren’t the only organisation looking for a fresh approach to comparing performance. Secondly, that the way we define indicators really does make a difference when we are comparing performance.
What would your advice be to someone thinking of joining the PI Club?
Ask yourself the question as to whether what you’re doing at the moment really is helping to manage and improve performance or does it just merely tick a box. I’d also ask how much time goes into producing performance reports compared to the time which is then spent analysing the results and areas for improvement.
What do you think are the key challenges for the sector?
Moving from a compliance based approach to benchmarking and performance management, to one which really does help deliver performance improvements.