At IBM Semiconductor, the top executive team decided its key results were:
Strategic Clarity and Interlock
For each outcome, the team members defined and documented success in Phase 1, Phase 2, and Phase 3. Every six months, the team re-read each success definition and gave their team a rating for each key result, "Looks like we are now in Phase 2 for Executive Collaboration..." The team now knows what success looks like and whether team performance is improving year-over-year. Jack Welch once said famously, "If you don't have a competitive advantage, don't compete." One source of sustainable competitive advantage available to almost all companies is making human assets more valuable than those of industry competitors. That's easy to say, but difficult to do. The journey begins by building a disciplined system for measuring, managing and improving the value of your organization's human assets. Follow @tkyohallThis article is commentary by an independent contributor, separate from TheStreet's regular news coverage.