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Determining the Really Important Outcome (RIO) or Wildly Important Goal (WIG) sets the stage for the 4DX process.
Since Disciplines 2-4 are based off of Discipline 1, you can expect to spend a majority of your time on truly defining what your team wants to achieve, with emphasis on "The What" part during this time.
Discipline 2 focuses on how you will achieve this goal. Avoid trying to define how you will do it when you are focusing on what you want to achieve (Your RIO/WIG in Discipline 1). You will get to "The How" next in 4DX, but do not let "the how" become a barrier to the brainstorming process during Discipline 1.
Your RIO/WIG is your focus area and an area where your team feels they can make the greatest impact toward the overall institutional goals. To ensure your efforts have the desired effect, you want to select a focus area where your team has at least 80% control over the action being performed.
Selecting the right RIO/WIG will allow your team to see progress and feel like you are winning the game.
Focus on your RIO/WIG despite the "Whirlwind"
Your RIO/WIG will not happen unless you give it attention. 4DX gives you 4 steps to execute and focus on your RIO/WIG despite your whirlwind.
The whirlwind is your day-to-day tasks for your job that you must accomplish.
"Most of us spend too much time on what is urgent,
and not enough time on what is important." — STEPHEN R. COVEY
Learn to focus on your goals despite the whirlwind
3 Main Components of RIO/WIG
Your starting line
Your finish line
Your deadline
Defining your focus area can be challenging, but these Discipline 1 steps can guide you and your team through the brainstorming, testing, and formatting steps to create your RIO/WIG: From X to Y by When.
One easy way to create your RIO/WIG is to use the formula To <Verb> <X> to <Y> by When
Verb: the action-oriented word you want to use like Increase, Reduce, Expand, etc.
X (your starting line) - where you are at now in achieving what you want
Y (your finish line) - where you would like to be in achieving what you want
When (your deadline) - when you want to achieve this by
To <Verb> <X = starting line> to <Y = finish line> by When
Key Performance Indicators
You want to measure the performance of your team's efforts and how well you are doing in reaching your goals.
Key Performance Indicators (or KPIs) are a great way to look at what can be measured (for your X and Y) when you are defining your RIO/WIG or your Lead Measures.
Education Industry: Ways to Measure Performance (drop down list)
Education Industry: Ways to Measure Performance (drop down list)
These measurements can be built into both the RIO/WIG and lead measures:
Administrative expenses as a percentage of educational and general expenditures
Admission test scores for entering students
Annual student survey - Two-year comparison in five key areas
Attrition rate of online courses
Average course experience
Average daily attendance
Average daily participation percentages
Average endowment distribution by student
Average net academic cost and average percent discount
Average percentage consistently absent
Average student credit hours taught by tenure/ tenure track faculty by college
Average tenure or tenure track faculty salaries by college compared to peer benchmarks
Average undergraduate student credit load
Average student free application for federal student aid (FASFA) unmet financial need
Average graduating student debt
Choice into district - Number of students
Choice out of district - Number of students
Class attendance
Classroom and laboratory utilization
Comparison of most recent graduating high school classes to diversity of new 18-and 19-year-old students who enroll in the following fall term
Continuation rates of college students
Cost per graduate
Cost per meal (CPM)
Degrees awarded - Baccalaureate, masters, doctoral
Development expenditures as a percentage of total external income
Distance learning enrollment
Distance learning number of degree programs
Dollar value of restricted research expenditures
Dollar value of total external research grant applications and expenditures
Endowment value per student
Expenditures per student
Fewer students classified as needing special education services
Four-year graduation rate for community college transfer students with 30+ hours
Freshman retention rate by ethnic group and by financial aid category
Fund balance at x % of yearly expenditures
Graduate/ professional degrees in high demand fields
Home school students registered - Number of students
Increase of percentage of school-age students with disabilities participating in occupational education program
Increase of percentage of school-age students with disabilities receiving special education services in general class placements
Increase of percentage of preschool students with disabilities receiving special education services in settings that include nondisabled children
Increase of percentage of school-age students with disabilities receiving services in general education buildings
Institutional debt per student
Instructional expenses per student
International student load
International student headcount and percentage of FTE
Licensure exam pass rates
Licensure exam pass rates in program x
Master's-level five-year and doctoral ten-year graduation rate
Masters and doctoral graduates employed in state x compared to other state x graduates
National ranking of baccalaureate, masters, and doctoral degrees awarded to minority students
Nationally ranked programs
NCAA team sports athletics total wins
Non-instructional FTE per student FTSE, or non-instructional FTE to instructional FTE ratio
NSSE results in quality of student advising, entire educational experience, would attend again, overall satisfaction
Number of degrees awarded
Number of students per teacher
Number of total budgeted tenure/ tenure track faculty positions
Number of vocational degrees awarded
Percentage of academic staff with a doctorate
Percentage of full-time faculty who are women, are ethnic minorities, or have terminal degrees
Percentage of course requests satisfied by semester
Percentage of degree-seeking new transfers (of total enrollment)
Percentage of first year class in top 10% and top 25% of HS graduating class
Percentage of first year students requiring developmental education and successful completion percentage of developmental education
Percentage of graduating seniors from area high schools from most recent academic year who enroll in following fall term
Percentage of new students ages 18 to 19 who need developmental education based on their test scores
Percentage of tenure/tenure track faculty holding grants by college
Percentage of total positions endowed
Percentage of undergraduates receiving baccalaureate degrees with eight SCH or fewer above minimum requirement, number qualifying for state mandated rebate, and number requesting and receiving their rebate
Postdoctoral fellows
Program expenditures as a percentage of budgets Research rankings national and state Retention rates of students in vocational courses SCH taught by tenure/tenure track faculty vs. non-tenure/tenure track faculty by college
Six-year graduation rate and combined graduation/persistence rate
Student services expenditures per student FTSE
Students per faculty
Successful course completion
System-wide reduction in energy use over ten years
Technology transfer - new invention disclosures, patents issues, licenses and options executed, gross revenue from intellectual property
Time to a baccalaureate degree by area of study
Total budgeted endowed professorships and chairs
Total degree seeking new transfers
Total external gifts by alumni - Number and amount
Total external gifts by corporations - Number and amount
Total external gifts by foundations - Number and amount
Total external gifts by individuals - Number and amount
Total new transfer students
Total operating expenditures per student FTE
Total professorships and chairs positions filled
Total state appropriations per FTE student and tuition and fees per FTE student in constant dollars
Total state appropriations per FTE student compared to peers
Total stipend support for graduate students
Transportation costs per pupil
Tuition and mandatory fees compared to peers
Undergraduate classes with fewer than 30 students
Undergraduate degrees in high demand fields
Undergraduate financial aid awards
Undergraduates per professional academic advisor by college
Unrestricted reserves as percentage of operating budget
University students studying abroad headcount
Financial: Ways to Measure Performance (drop down list)
Financial: Ways to Measure Performance (drop down list)
These measurements can be built into both the RIO/WIG and lead measures:
Net profit margin
Operating cash flow (OCF)
Current ratio
Quick ratio / Acid test
Net profit margin
Working capital
Current accounts receivable
Current accounts payable
Accounts payable turnover
Accounts receivable turnover
Accounts payable process cost
Accounts receivable turnover
Budget variance
Budget creation cycle time
Line items in the budget
Number of budget iterations
Payroll headcount ratio
Vendor expenses
Payment error rate
Internal audit cycle time
Finance error report
Debt to equity ratio
Return on equity
Cost of managing business
Resource utilization
Total cost of the finance function
Marketing: Ways to Measure Performance (drop down list)
Marketing: Ways to Measure Performance (drop down list)
These measurements can be built into both the RIO/WIG and lead measures:
Monthly new leads/prospects
Qualified leads per month
Marketing qualified leads (MQL)
Sales-accepted leads (SAL)
Sales qualified leads (SQL)
Cost per lead generated
Net promoter score
Cost per conversion
Cost per conversion by channel
Average time of conversion
Retention rate
Attrition rate
Monthly website traffic
Traffic from organic search
Returning vs. new visitors
Visits per channel
Average time on page
Click-through rate on web pages
Pages per visit
Conversion rate for call-to-action content
Inbound links to website
Traffic from organic search
New leads from organic search
New leads from organic search
Number of unique keywords that drive traffic
Keywords in top 10 SERP
Rank increase of target keywords
Conversion rate per keyword
Page authority
Google PageRank
Volume of traffic from video content
Leads & conversions from paid advertising
Number of monthly PPC campaigns
Cost per acquisition (CPA) & cost per conversion (CPC)
Click-through rate on PPC advertising
Traffic from social media
Number of leads from social media
Number of conversions from social media
Conversion rate for social media leads
Managed audience size
Engagement rate
Social media mentions
Social media ROI
Content quality on blog
Number of monthly blog visits
Blog articles published this month
E-books published this month
Infographics published this month
ROI per content type
Web traffic from PR campaigns
Number of clippings
Calls from PR campaigns
Media impressions from PR campaigns
PR ROI
Sales: Ways to Measure Performance (drop down list)
Sales: Ways to Measure Performance (drop down list)
These measurements can be built into both the RIO/WIG and lead measures:
Monthly sales growth
Monthly sales/new customers
Monthly new leads/prospects
Number of qualified leads
Resources spent on one non-paying client
Resources spent on one paying client
Customer lifetime value/customer profitability
Lead-to-sale conversion rate
Cost per lead by each channel
Cost of a new client by each channel
Hourly, daily, weekly, monthly, quarterly, and annual sales
Average conversion time
Lead-to-close rate: all channels
Customer turnover rate
Number of monthly sales demos
Customer engagement level
Number of abandoned shopping carts
Shopping cart abandonment rate
Number of monthly quotes/orders
Average purchase value
Average order value
Sales per representative
Sales by lead source
Inbound calls handled per representative
Outbound calls handled per representative
Average annual sales volume per customer
Average monthly sales volume per customer
Relative market share
Product/service usage every day
Value of returned goods and warranties
Asset turnover ratio (sales to assets)
Percentage of total sales from existing customers
Sales reps per $100k in revenue
Monthly sales quota attainment
Sales quota attainment by the sales representative
Number of client accounts per account manager
Days sales outstanding
Technology: Ways to Measure Performance (drop down list)
Technology: Ways to Measure Performance (drop down list)
These measurements can be built into both the RIO/WIG and lead measures:
Account create success
Account termination success
Active directory performance index
Alert-to-ticket ratio
Average data center availability
Call center PBX availability
Campus PBX availability
Customer connection effectiveness
Data center capacity consumed
Email client availability
Exchange server availability
Incidents from change
Internet proxy performance
Network availability - High availability sites
Network availability - Standard sites
Network manageability index
No problem found/duplicate tickets
Percentage of branch office backup success
Percentage of circuits exceeding target utilization
Percentage of IT managed servers patched at deadline
Percentage of production servers meeting software configuration standards
Percentage of security update restarts within maintenance window
Percentage successful remote access server (RAS) connections
Phone answer service level
Priority 1 and priority 2 network incidents meeting SLA
Product adoption status and compliance
Restore success rate
Server growth rate
Server manageability index
Service desk client satisfaction - Percentage dissatisfied
Service desk tier 1 resolution rate
Service desk time to escalate
Service desk time to resolve
Storage utility service availability
Storage utility utilization
Virtual machine provisioning interval
Virtual server utility availability
Web server availability
Human Resources: Ways to Measure Performance (drop down list)
Human Resources: Ways to Measure Performance (drop down list)
These measurements can be built into both the RIO/WIG and lead measures:
Actual versus budgeted cost of hire
Annualized voluntary employee turnover rate
Annualized voluntary turnover rate
Average headcount of employees each human resources (HR) employee working is caring for
Average interviewing costs
Average length of placement in months for the manager
Average length of service of all current employees
Average length of service of all employees who have separated
Average months placement
Average number of training hours per employee
Average number of vacation days per employee
Average performance scores of departing employees
Average retirement age
Average salary
Average salary for all employees reporting to the selected manager
Average sourcing cost per hire
Average time employees are in same job/ function
Average time to competence
Average time to update employee records
Average training costs per employee
Compensation cost as a percentage of revenue
Contingent workers
Employee satisfaction with training
End placements
Female to male ratio
Full-time employees (FTEs) per human resources (HR) department FTE
Headcount of contingent workers for the manager
HR average years of service (incumbents)
HR average years of service (terminations)
HR department cost per FTE
HR headcount - Actual
HR headcount - Available
HR to employee staff ratio
Job vacancies as a percentage of all positions
New hire quality
Time to fill
Hiring manager satisfaction
Cost per hire
Staffing efficiency
Internal, external, and total headcount recruiting costs and ratios
Number of end placements made in the reporting period for the manager
Part-time employees as a percentage of total employees
Percentage of employees receiving regular performance reviews
Percentage of employees that are near or at max for their vacation balances
Percentage of HR budget spent on training
Percentage of new hire retention
Ratio of internal versus external training
Ratio of standard level wage to local minimum wage
Return on investment (ROI) of training
Total overtime hours as a percentage of all work hours
Training penetration rate (percentage of employees completing a course compared to all FTEs)
Workforce stability
Project Management: Ways to Measure Performance (drop down list)
Project Management: Ways to Measure Performance (drop down list)
These measurements can be built into both the RIO/WIG and lead measures:
Planned value (PV)
Actual cost (AC)
Earned value (EV)
Cost variance (CV) (planned budget vs. actual budget)
Schedule variance (SV)
Schedule performance index (SPI)
Cost performance index (CPI)
Planned hours of work vs. actual situation
Overdue project tasks / crossed deadlines
% of overdue project tasks
Missed milestones
Percentage of projects completed on time
Percentage of cancelled projects
Percentage of projects on budget
Number of budget iterations
Percentage of tasks completed
Project resource utilization
Cost of managing processes
Return on investment (ROI)
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