True targets

From the DipFM course that I am currently taking, there is the apparent paradox that when a new set of performance measures are introduced at the workplace, these measures will invariably be met, to a more or less degree. In other words, you achieve what you set out to measure, no matter how difficult it may seem at first. And, worryingly, sometimes just that, and no more.

Perhaps the next time when the managers or senior execs want to chart out new strategic goals by specifying the Key Performance Indicators, they should really give some more thought: do they want some meaningless numbers that ultimately have little impact, or do they want to cultivate a culture for innovations? At the end of the day, rigid rules and inflexible quantifiable measures leads only to stasis.

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