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It is a meaningless, [[modernist]] bumf. It suits only [[middle management]], whom it gives something to do, someone to chase, someone to [[audit]], an attestation to gather and a [[KPI]] to stick on the dashboard slide on the monthly about to the [[opco]] deck. | It is a meaningless, [[modernist]] bumf. It suits only [[middle management]], whom it gives something to do, someone to chase, someone to [[audit]], an attestation to gather and a [[KPI]] to stick on the dashboard slide on the monthly about to the [[opco]] deck. | ||
===[[Key non-performance indicator|Key ''non''-performance indicator]]s=== | |||
But all is not lost. With a deft inversion we can set the management layer ''against'' itself. For while it may be difficult to explain how an inhouse lawyer ''does'' add value, it is a cinch to show all the things she must do, but in doing which she does ''not''. Lawyers are beset with [[Tick-boxes|boxes to tick]], forms to fill, processes to follow, policies to comply with and administrative tasks to carry out designed exclusively to satisfy management’s compulsion for ''counting formal things''. | |||
These [[key non-performance indicator]]s we can most certainly count. We can aggregate, extrapolate, model and graph them, in the certainty that every hour we spent on these formal attestations produces precisely nil value. | |||
These [[key non-performance indicator]]s we can most certainly count. We can aggregate, extrapolate, model and graph them, in the certainty that every hour we spent on these formal attestations | |||
We could take it a step further, and set as our [[key performance indicator]], the number of fatuous [[KNPI]]s we have identified and removed in a given period. We can set the system, for once, against its usual operation, whereby as time passes we accumulate the scar tissue, silt, rust — barnacles — from near-misses, operational errors, snafus and manual work-arounds contrived to keep the jalopy running because management won’t splash out on up-to-date IT infrastructure, and instead spend our time ''removing'' these layers of crud from the operation. | We could take it a step further, and set as our [[key performance indicator]], the number of fatuous [[KNPI]]s we have identified and removed in a given period. We can set the system, for once, against its usual operation, whereby as time passes we accumulate the scar tissue, silt, rust — barnacles — from near-misses, operational errors, snafus and manual work-arounds contrived to keep the jalopy running because management won’t splash out on up-to-date IT infrastructure, and instead spend our time ''removing'' these layers of crud from the operation. | ||