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Key performance indicator: Difference between revisions
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Such individuals may need to be dashed in the face with water or slapped to bring themselves to their senses, but even if you do this, the germ of the idea will have germinated. Before you know it there will be a cross-functional working group, a project, on a “sprint”, tracking red. | Such individuals may need to be dashed in the face with water or slapped to bring themselves to their senses, but even if you do this, the germ of the idea will have germinated. Before you know it there will be a cross-functional working group, a project, on a “sprint”, tracking red. | ||
Meanwhile, the legal eagles will flail. They will flounder. “But,” they will protest, too much, | Meanwhile, the legal eagles will flail. They will flounder. “But,” they will protest, too much, “[[legal is not part of the operational stack|we are not part of the operational stack]]. We don’t make widgets. We are special. We handle exceptions, crises, novelties and conundrums exactly the sorts of things that one can’t awfully well count. Things that we have not seen before and are unlikely to see again. Our value proposition is therefore hard to articulate, let alone quantify.” Seeing where the management layer are going with this, they quickly append: “''But you know it when you see it.'' Our value is not a function of the things we have done, the time we have spent or the units we have produced. Our value is oblique. It does not always accrue immediately, or obviously, or with an observable consequence. Sometimes our value is in ''avoiding'' consequences.” | ||
This seems self-serving, but it is true: a well-timed intervention may head off litigation. How do you value that careful meeting, against the 18 months’ of [[dispute resolution]] and [[litigation]] that was its alternative? Do you measure the value of nine months’ excellent work, however insightful or ineffable, on a deal that cratered? And how do you value the time your experts waste filling out their [[PowerPoint]]s attesting to the performance of their key indicators? | This seems self-serving, but it is true: a well-timed intervention may head off litigation. How do you value that careful meeting, against the 18 months’ of [[dispute resolution]] and [[litigation]] that was its alternative? Do you measure the value of nine months’ excellent work, however insightful or ineffable, on a deal that cratered? And how do you value the time your experts waste filling out their [[PowerPoint]]s attesting to the performance of their key indicators? | ||