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Not-for-Profit Initiative
Impact Genome Project
an Initiative from Impact Measurement
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Impact Genome Project
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Mission Measurement ... about Measuring Social Impact
'http://www.truevaluemetrics.org/DBpdfs/Metrics/Mission-Measurement/MM-Trends-in-Measuring-Social-Impact-CR-Group-Breakfast-180116.pdf'
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Open PDF ... MM-Trends-in-Measuring-Social-Impact-CR-Group-Breakfast-180116
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Why CFOs should care about advanced analytics and cognitive computing // IBM-GBS-CFO-and-cognitive-analytics-171007
Finance analytics is taking off, with over two-thirds of organizations expecting to have substantially implemented analytics across most Finance activities in two years. Thirty-one percent of participating Finance organizations were determined to be “most effective,” having higher analytics maturity. Now, with a powerful analytic foundation, these leaders are starting to find out what they don’t know. It is no longer enough to understand what has happened and apply that to what might happen in the future – market disruption clearly demonstrates the need to identify unknown opportunities and risks. In this report, the experiences of leading Finance teams provide insights into capitalizing on the next wave of analytics: cognitive computing
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'http://truevaluemetrics.org/DBpdfs/ThinkTanks/IBM/IBM-GBS-CFO-and-cognitive-analytics-171007.pdf'
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Open PDF ... IBM-GBS-CFO-and-cognitive-analytics-171007
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Metrics
Measuring Social Impact
The Problem With The Impact Genome Project ... Would the Impact Genome Project have predicted the impact of Martin Luther King?
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Open file 17402
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Measure State and you Measure Progress
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TVM/TPB Note: It is worth noting that measurement is essential for good management and best possible progress. However, in order to be effective there needs to be measurement of the right things. The goal is not to have more and more data but to get more and more understanding. For TVM, data are used to describe a reality, and then they are used in two different ways: (1) in summary or consolidated form to report 'up and out' to the top of the organization (e.g. Board of Directors) and out to the external stakeholders (investors, funders, communities, etc); and (2) in disaggregated form down as far as possible in the operational hierarchy where decisions are made that change the way things work. These are the data points that make change possible and if the feedback loop is well designed, improvement may be both rapid and continuous.
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