Tuesday , December , 12 , 2017
The Institute Way Blog
If you’re problem isn’t having too few performance measures, then most certainly it’s having too many. We don’t like to let go of our performance measures because we might just need them someday, and it took a lot of effort to get them in the first place. These aren’t good reasons for keeping them, and doing so will cause us more harm than good.
Imagine you take your car to the car dealer to get serviced. Before you give your car to the service manager you see the following performance statistics posted on the wall:
Average time to wait for an appointment after requesting one—27 days
Number of people who requested an appointment but didn’t get one—46,000
Not too reassuring is it....
My business intelligence (BI) and analytics software salesman friend said something interesting to me the other day over lunch. He said, “I don't sell software, I sell gym memberships. When someone joins a gym they are not really buying the membership. They are buying the dream of improved health and a better physique. Their intention is to work out every day and...
Have you heard the common legend that scientists have proven that bumblebees, in terms of aerodynamics, can’t fly? This is a myth that came about because about eighty years ago an aerodynamicist made this statement based on an assumption that the bees’ wings were a smooth plane. It was reported by the media before the aerodynamicist actually...
Some of our clients use Franklin Covey’s methods to improve human and organizational performance, including the use of WIGs (Wildly Important Goals). I’ve wrestled with how to integrate Covey’s approach, which is sometimes loosely or creatively applied, into the balanced scorecard framework in a way that is disciplined, consistent, and simple to understand.