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What's the best way to get around the "metrics overload" we have at our organization. I want to get the Balanced Scorecard in place, but I'm concerned that there we are tracking too many things already and this will just be seen as yet another metrics program, meaning more work, more accountability, less trust, etc... |
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My suggestion is to make sure you distinguish between operational and strategic measures, and depending on the level in the organization, start reducing the number of operational measures that are reviewed on a regular basis by the senior executive team. Often, we go into a client and the CEO and her direct reports are focused on operational minutiae which does not allow them to understand or appreciate the strategic issues at hand. For example, while a CEO or a major company needs to know the current receivables aging, it is not a good use of her time to go through it on a line by line basis. |
