• Results. Results certainly matter, and they must have a prominent place in a team’s or organization’s suite of metrics. Results-oriented metrics reflect the mission of the team – what they are accountable for delivering to the larger enterprise and/or stakeholders. Examples may include production, revenue, cost numbers, environmental and safety performance, quality, inventory, or uptime. While metrics like these clearly reflect the health of the business, many in the organization find it challenging to identify existing gaps and opportunities and determine the necessary actions for improvement.
• Operational/Process Metrics. Results-oriented metrics become more meaningful when balanced with process or operational performance measures. While results-oriented metrics are often "lagging" indicators, operational and process metrics should ideally serve as "leading" indicators of results performance. The link from improved process performance to enhanced results should be intuitive to team members. For instance, improved compliance with maintenance schedules (a process measure) should translate to improved uptime (a results measure). Each of the team’s core processes should be represented, reflecting their day-to-day activities and priorities. Gaps and opportunities identified during regular team reviews of process metrics should drive action.
• People & Systems. Processes are executed by people using systems. People-oriented measures describe the status and health of the key strategic skills and capabilities required to execute core processes, reflecting the team’s resource and staff development goals. Similarly, systems measures reflect key functionality gaps and opportunities that need addressing to execute core processes efficiently and effectively. Just as processes link to results, people and systems measures link to processes.

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