If you are lucky, you might work in, or own, a company that already has performance predictors ready to be promoted. However, if you work in an average business (that is, the vast majority), you might have some internal improvement to make before promoting a performance predictor.
As a rule of thumb, service providers should focus on service delivery excellence (including experience management, service feedback, capability improvement, customer satisfaction and customer results), whereas product providers should focus on product development excellence (including quality assurance, innovation and continuous improvement).
By focusing a company's limited resources in the above areas, there is a greater chance of creating a performance predictor of merit. For example, a law firm that promotes, "We win 97.8% of our clients' cases" has focused on excellence in service delivery to create this performance predictor. Similarly, a paint manufacturer that promotes, "Dripless paint [and proves it with a product demonstration]" has focused on innovation.
There are some performance predictors which can be used as 'Catalytic Mechanisms' (see Good to Great by Jim Collins for an indepth explanation of this concept). Catalytic Mechanisms force behaviours to change in alignment to the mechanism itself. Guarantees are a good example. If an advertising agency guranteed to always deliver client projects on-time or the project is free of charge there is a very good chance that all projects will completed on-time once the guaranteed is promoted (even if this wasn't the case in the past). There is an invisible discipline at work.
It may take your organisation some time to produce a powerful performance predictor, but the effort will be worth.
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