At a recent performance appraisal this comment was made seriously,
"If you pay me for doing dumb things, I will get really smart at doing dumb things".
Do you measure people with 'dumb' metrics - activities and outputs, or with Outside In measures of results and outcomes? If Balanced Scorecards (BSC) and Strategy Maps fail it is largely as a consequence of having dumb metrics in there - activities and outputs.
So how can we measure the right things and encourage success? Instead of people rushing to deal with a call (because all calls must be less than 2 minutes) how do we measure the meeting of a customer need - effective resolution of a query? Using the appropriate process and performance metrics within an articulated Enterprise Architecture is a good starting point. This presentation leads us to the how of that. Enjoy.
"If you pay me for doing dumb things, I will get really smart at doing dumb things".
Do you measure people with 'dumb' metrics - activities and outputs, or with Outside In measures of results and outcomes? If Balanced Scorecards (BSC) and Strategy Maps fail it is largely as a consequence of having dumb metrics in there - activities and outputs.
So how can we measure the right things and encourage success? Instead of people rushing to deal with a call (because all calls must be less than 2 minutes) how do we measure the meeting of a customer need - effective resolution of a query? Using the appropriate process and performance metrics within an articulated Enterprise Architecture is a good starting point. This presentation leads us to the how of that. Enjoy.
