Ernest Hemingway said "Never confuse movement with action!" In our personal lives and the organisations we work in we often meet seemingly very busy people, but whilst they are filling their time, are they actually being effective? We may measure our output in terms of the length of our working day, the volume of emails, reports or widgets we produce, but are these good measures of effectiveness or performance for our organisations, departments and teams? What performance indicators are appropriate to our roles and responsibilities or the wider business? We could: D evelop financial measures include return on capital employed, profitability, resource efficiency to determine economic effectiveness R eview actual results and outputs not just activities to determine functional effectiveness; A ssess behavioural change to deliver personal effectiveness; M onitor supplier, customer and employee satisfaction with performance to determine supply chain level effectiveness A nalyse ...