"Although performance measurement is often linked to tools such as scorecards, dashboards, performance targets, indicators and information systems, it would be naïve to consider the measurement of performance as just a technical issue. Indeed, measurement is often used as a way of attempting to bring clarity to complex and confusing situations." (Dina Gray et al, "Measurement Madness: Recognizing and avoiding the pitfalls of performance measurement", 2015)
"'Big Data" is certainly changing the way organizations operate, and our capacity to do planning, budgeting and forecasting, as well as the management of our processes and supply chains, has radically improved. However, greater availability of data is also being accompanied by two major challenges: firstly, many managers are now required to develop data-oriented management systems to make sense of the phenomenal amount of data their organizations and their main partners are producing. Secondly, whilst the volume of data that we now have access to is certainly seductive and potentially very useful, it can also be overwhelming." (Dina Gray et al, "Measurement Madness: Recognizing and avoiding the pitfalls of performance measurement", 2015)
"[...] introducing an excessive number of measures is only the start of the problem. The other is that measures tend to stick, unless questioned and revised. As the world changes, so does the environment in which an organization operates. Priorities change, new drivers of performance emerge, and different operating models are employed. It would therefore make sense that the performance measurement system is also revised to reflect these changes." (Dina Gray et al, "Measurement Madness: Recognizing and avoiding the pitfalls of performance measurement", 2015)
"Measurement is often associated with the objectivity and neatness of numbers, and performance measurement efforts are typically accompanied by hope, great expectations and promises of change; however, these are then often followed by disbelief, frustration and what appears to be sheer madness." (Dina Gray et al, "Measurement Madness: Recognizing and avoiding the pitfalls of performance measurement", 2015)
"Measurement is often seen as a tool that helps reduce the complexity of the world. Organizations, with their uncertainty and confusion, are full of people, patterns and trends; and measurement seems to offer a promise of bringing order, rationality and control into this chaos." (Dina Gray et al, "Measurement Madness: Recognizing and avoiding the pitfalls of performance measurement", 2015)
"One of the most puzzling things about performance measurement is that, regardless of the countless negative experiences, as well as a constant stream of similar failures reported in the media, organizations continue to apply the same methods and constantly fall into the same traps. This is because commonly held beliefs about the measurement and management of performance are rarely challenged." (Dina Gray et al, "Measurement Madness: Recognizing and avoiding the pitfalls of performance measurement", 2015)
"Performance measures by themselves are simply tools that may or may not be used by managers and staff. However, if your organization has an addiction to measurement, sooner or later people will start relying on measures excessively, and common sense will gradually begin to be replaced by the measures themselves leading the organization into the eye of the measurement madness hurricane." (Dina Gray et al, "Measurement Madness: Recognizing and avoiding the pitfalls of performance measurement", 2015)
"Regularly, and unfortunately more often than might be expected, organizations can become so fixated on the narrow task of measuring and reporting performance that measures lose their meaning, and no one relies on them for real decision-making. [...] More worryingly, sometimes performance measures are introduced without any intention of providing meaningful data for making decisions in the first place. In this case, such indicators are often treated with contempt." (Dina Gray et al, "Measurement Madness: Recognizing and avoiding the pitfalls of performance measurement", 2015)
"Since perfect measures of performance do not exist, organizations use proxies - indicators that approximate or represent performance in the absence of perfect measures. [...] Over time, proxies are perceived to represent true performance." (Dina Gray et al, "Measurement Madness: Recognizing and avoiding the pitfalls of performance measurement", 2015)
"When all you see and believe is numbers, it becomes increasingly difficult to decide when to react and intervene. [...] The most obvious course of action is to set aside the numbers and try to understand the underlying causes of these changes. However, the over-reliance on measurement instead drives many managers to design 'thresholds' or 'colour codes' for numbers, thus adding another layer of abstraction to measurement and keeping these managers firmly desensitized to the meaning of performance information." (Dina Gray et al, "Measurement Madness: Recognizing and avoiding the pitfalls of performance measurement", 2015)
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