We live in a world that wants concrete specifics. We have bosses that like measures. We have sponsors that demand proof, and want to know how you are going to demonstrate impact. And yet very often the more important something an initiative is, the less likely you are to be able to measure it. So what you can you do? What could you measure? And what are the cautions of doing so?
While this is likely to come across as controversial, I’m going to say it anyway: If you care most about key performance indicators, then you likely don’t care about what matters most. And that’s a challenge. In my view, it’s a challenge of terminology, of ideology and of narrow-minded thinking masquerading as holistic solution. But semantics are important. And the words you use say a lot about what you value.
There is a lot of pressure to perform already. So why do we add to it? Without question, there are cultural influences behind the unrelenting and increasing pressure to achieve. The two aspects that I have explores so far—technology transformation and the improvement imperative reflect our response to societal changes. Certainly you can argue that […]