Ask any leader or leadership team whether measurement matters to achieving results and the majority will more than likely agree that it does. 
We all know that the start point for measurement is defining what you are trying to achieve.
Next you look at your critical success factors or contributors to achieving the result that you want.
This is then likely to be followed by a serious of detailed measures.
So far so good.
Or is it?
In the majority of organisations people play a significant role in achieving results. Outside of the appraisal processes, what measurement do you have in pace.
If you think about it the biggest limiting factor on people is time.
Unlike a computer or a piece of machinery you can’t buy an upgrade on time.
Every one of us has the same allocation each day.
So in view of this, how rigorous are you at measuring where time is invested and the return on that investment.
When I worked in the NHS, meetings were a significant part of the day for many people, especially those in non clinical roles.
While there might well have been periodic reviews of what meetings should carry on or be discontinued, there was no systematic measurement of the ROI from meetings.
So what opportunities might measuring the ROI on people’s time have on the results achieved and use of resources?
Duncan Brodie works with the NHS in the areas of leadership, change and improvement.