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The occipital lobes are the termini of the geniculocalcarine pathways and are essential for visual perception and recognition This part of the brain has a large medial surface and somewhat smaller lateral and inferior surfaces (Fig 22-7) The parieto-occipital ssure creates an obvious medial boundary with the parietal lobe, but laterally it merges with the parietal and temporal lobes The large calcarine ssure courses in an anteroposterior direction from the pole of the occipital lobe to the splenium of the corpus callosum; area 17, the primary visual receptive cortex, lies on its banks (Fig 22-2) This area is typical homotypical cortex but is unique in that its fourth receptive layer is divided into two granular cell laminae by a greatly thickened band of myelinated bers, the external band of Baillarger This stripe, also called the line or band of Gennari, is grossly visible and has given this area its name striate cortex The largest part of area 17 is the terminus of the retinal macular bers via the lateral geniculate (see Fig 13-2) The parastriate cortex (areas 18 and 19) lacks the line of Gennari and resembles the granular unimodal association cortex of the rest of similar areas in the cerebrum Area 17 contains cells that are activated by the homolateral geniculocalcarine pathway (corresponding, of course, exclusively to the contralateral visual eld); these cells are interconnected and project also to cells in areas 18 and 19 The latter are connected with one another and with the angular gyri, lateral and medial temporal gyri, frontal motor areas, limbic and paralimbic areas, and corresponding areas of the opposite hemisphere through the posterior third (splenium) of the corpus callosum The occipital lobes are supplied almost exclusively by the posterior cerebral arteries and their branches, either directly in most individuals or through an embryologically persistent branch of the internal carotid arteries ( fetal posterior cerebral artery) A small area of the occipital pole receives blood supply from the inferior division of the middle cerebral artery (This assumes importance in the clinical nding of macular sparing, discussed on page 218) The connections among these several areas in the occipital lobe are complicated, and the old notion that area 17 is activated by the lateral geniculate neurons and that this activity is then transferred and elaborated in areas 18 and 19 is surely not complete Actually, four or ve occipital receptive elds are activated by lateral geniculate neurons, and bers from area 17 project to approximately 20 other visual areas, of which only 5 are well identi ed These extrastriate visual areas lie in the lingula and posterior regions of the occipital lobes Monkeys with bilateral lesions in the.

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When it comes to actually developing KPIs, we need to approach this from several angles But the first item of business is to define what a KPI is for your business users Wikipedia, referencing F John Reh, explains key performance indicator as a measure of performance Such measures are commonly used to help an organization define and evaluate how successful it is, typically in terms of making progress towards its long-term organizational goals KPIs can be specified by answering the question, What is really important to different stakeholders KPIs may be monitored using Business Intelligence techniques to assess the present state of the business and to assist in prescribing a course of action The act of monitoring KPIs in real-time is known as business activity monitoring (BAM) KPIs are frequently used to value difficult to measure activities such as the benefits of leadership development, engagement, service, and satisfaction KPIs are typically tied to an organization s strategy using concepts or techniques such as the Balanced Scorecard Well, that just about sums it up, right We could, and people do, sit and battle over what a KPI is for hours on end I ve tried many times to get agreements around what KPIs are for a specific company with varying success Have you ever tried to meet with your divisional managers and once you have them all in a room try to get a standard set of KPIs from them and then get some sort of agreement on what they are You would spend your entire professional career trying to do something like that Sure, each division may be selling some unique product line or have some exceptions to the rule in terms of KPI information but within a company there has to be some set of performance indicators that can be quantified so that we can take those and start to drive the business as a whole; then once those KPIs are defined, using the exceptions to the rule for each division to help drive, at a more granular level, the additional products or services that are key to that line of business It gets even more difficult if the KPIs are linked to monetary gains and everyone has to agree not only on the KPI itself but on the calculations that are taken into account for the value of that KPI Quite the show when it comes to that aspect of the KPI connection but this starts us into a discussion that is more associated to a Balanced Scorecard rather than a dashboard So the dashboard is more of a display of information that has happened and hopefully helps.

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