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	<title>Landmark Consulting</title>
	<link>http://landmarkconsulting.co.uk</link>
	<description></description>
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		<title>Contact centre survey findings</title>
		<description><![CDATA[Everyone knows that contact centre activities are highly measurable, using a plethora of KPIs. Yet little is known about where contact centre managers currently see themselves in the important field of performance measurement and management (PM&#38;M) on a spectrum from poor to outstanding. Nor is much known about future aspirations or intended timescales for improvement. [...]]]></description>
		<link>http://landmarkconsulting.co.uk/2011/08/contact-centre-survey-findings/</link>
			</item>
	<item>
		<title>Performance measurement and management in Contact Centres</title>
		<description><![CDATA[﻿ Everyone knows that contact centre activities are highly measurable, using a plethora of KPIs. Yet little is known about where contact centre managers currently see themselves in the important field of performance measurement and management (PM&#38;M) in terms of excellence on a spectrum from poor to outstanding. Nor is much known about future aspirations [...]]]></description>
		<link>http://landmarkconsulting.co.uk/2011/08/performance-measurement-and-management-in-contact-centres/</link>
			</item>
	<item>
		<title>Linking operational indicators to a top-level scorecard</title>
		<description><![CDATA[Recently Tina, a new member of the LinkedIn Balanced Scorecard group, enquired if anyone would be willing to share their experience around &#8220;how to implement KPI´s from Lean-processes into BSC successfully?&#8221; This sparked an interesting debate (see http://linkd.in/e0xEQR). As last weekend was a holiday, I asked for extra time to share my thoughts on how [...]]]></description>
		<link>http://landmarkconsulting.co.uk/2011/04/linking-operational-indicators-to-a-top-level-scorecard/</link>
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		<title>Target-setting paper published in Measuring Business Excellence</title>
		<description><![CDATA[The advocates and critics of target-setting seem unable to agree on any common ground. On the one hand, there is incontrovertible evidence of the damaging effects of arbitrary numerical target-setting. Yet, on the other hand, there is a significant body of academic evidence supporting the benefits of goal-directed behaviour. We have developed a paper showing [...]]]></description>
		<link>http://landmarkconsulting.co.uk/2011/03/target-setting/</link>
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		<title>Avoiding problems with target-setting</title>
		<description><![CDATA[Advocates and critics of target-setting in the workplace seem unable to reach beyond their well-entrenched battle lines. Advocates point to what they see as demonstrable advantages, while critics point to what they see as demonstrable disadvantages. Academic literature on this topic is currently mired in controversy. Neither side seems capable of envisaging a better way [...]]]></description>
		<link>http://landmarkconsulting.co.uk/2011/01/avoiding-the-problems-with-targets/</link>
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		<title>Connected Performance™</title>
		<description><![CDATA[While performance measurement remains an important topic, what really matters in organisations is performance delivery. Operational performance improvement, in particular, depends not only on improving how the work gets done but also on how organisations are managed. Performance measurement and management can help in both respects. For instance, our experience in working with over half [...]]]></description>
		<link>http://landmarkconsulting.co.uk/2011/01/from-performance-measurement-and-management-to-performance-delivery/</link>
			</item>
	<item>
		<title>New typology of waste</title>
		<description><![CDATA[Advocates of Lean Thinking are fond of defining categories of waste in manufacturing operations, most of them derived from Taiichi Ohno’s original list of seven categories of waste, namely: defects, inventory, over-processing, waiting, motion, unnecessary transportation and over-production. In a service context, more types of waste can be described, not all of which fit neatly [...]]]></description>
		<link>http://landmarkconsulting.co.uk/2011/01/new-typology-of-waste/</link>
			</item>
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		<title>Integrated development</title>
		<description><![CDATA[Our experience, over many years, has taught us the dangers of pursuing ‘point solutions’ or functional change initiatives, in contrast to the benefits of integrated developments in the realms of strategy, process, structure and culture.  Failure to take a systemic approach inevitably leads to disappointment: broken processes preventing the implementation of new strategies, process improvements [...]]]></description>
		<link>http://landmarkconsulting.co.uk/2009/01/integrated-development/</link>
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