Google has not performed a legal analysis and makes no representation or warranty as to the accuracy of the list.) Google has not performed a legal analysis and makes no representation as to the accuracy of the status listed.) Expired - Lifetime Application number US55580A Inventor Sloan D Robertson Current Assignee (The listed assignees may be inaccurate.
Audiosauna lagging pdf#
Google Patents High-frequency phase measuring systemĭownload PDF Info Publication number US2596288A US2596288A US55580A US5558048A US2596288A US 2596288 A US2596288 A US 2596288A US 55580 A US55580 A US 55580A US 5558048 A US5558048 A US 5558048A US 2596288 A US2596288 A US 2596288A Authority US United States Prior art keywords phase signal carrier output detector Prior art date Legal status (The legal status is an assumption and is not a legal conclusion. Google Patents US2596288A - High-frequency phase measuring system
Audiosauna lagging drivers#
If you have a good framework that outlines the goals across the different parts of the organization (so the outcomes as well as the performance drivers and enablers), and then you measure them, you'll have a balance between the leading and lagging indicators, which then helps you drive the performance of your organization.įor more information on leading and lagging indicators, you might be interested in my book: Key Performance Indicators for Dummies.US2596288A - High-frequency phase measuring system I assert that managing the performance of your organization is one of the (if not THE most important) things you should do as a leader. You should also have indicators for your employees, such as are you attracting the right people and recruiting them to create a quality product in the future. Are we penetrating the market and increasing market share? There are also internal processes, service delivery, and product quality that are leading indicators for customer satisfaction. There might be some financial goals such as we want to make this much money or this much profit, but you also want to look at your customers. A performance framework articulates your strategic goals. To find the right balance between leading and lagging indicators, you develop a performance framework. By having the combo of leading and lagging indicators helps your team better understand performance and-very important-find ways to improve performance in the future. Since lagging indicators encourage a focus on outputs (a numeric measure about what happened) rather than outcomes (the desired result), some organizations can get hyper-focused on the end result without paying attention to what sacrifices and damage they could do along the way by "cheating" the system.īut cheating the system misses the point of measuring performance through indicators. In some cases, companies focus too much on lagging indicators and miss important opportunities to influence outcomes by adjusting the actions that will impact the leading indicators. Lagging indicators are, by definition, final when you are reviewing them. However, unlike with leading indicators, there is nothing you can do to change the outcomes. Lagging indicators are an important element in your performance management framework because they represent the undeniable truth. They tell you what happened, such as your revenue and profit numbers, and tend to be easy to identify and measure.
They are often, but not always, very similar across businesses regardless of the industry.
Lagging indicators are often the same as the metrics for your company's goals and targets.
Unfortunately, they aren't always accurate.Ī well-balanced performance-monitoring system also needs to include lagging indicators. While they are an important part of your performance monitoring system, they represent what will likely happen in the future. Companies often have more trouble defining leading indicators.
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