There aren’t many professions out there where there are no readily applied and real-time performance standards. In fact, in the corporate world today, there’s a fanatic fixation on tying numerous metrics to performance. You name it…
If it’s measurable, verifiable, and reportable…then performances are planned and benchmarked against it. Gross margin, operating margin, net margin, profit after tax, net operating profit after tax, earnings before interest and tax, earned value, and on and on. There are spreadsheets, charts, and graphs for all of them.
Where is the enterprise according to plan? Where is it going? Are profits going up? What about costs? What is the percent spent verses the percent complete? Where are costs being disproportionally spent?
All of these metrics, in our opinion, have taken all the fun out of business. There’s no energy left for creativity. There are no allowances left for taking deliberated risks. Not when days are spent tracking and charting performances. Continue reading







