Everything has two sides: Do some performance measurement initiatives encourage quantity over quality or distract people and cause unproductivity.
"Digital Master” is a series of guidebooks (28 + books) to perceive the multi-faceted impact digital is making to the businesses and society, help forward-thinking organizations navigate through the journey in a systematic way, and avoid “rogue digital.”
It perceives the emergent trends of digital leadership, provides advice on how to run a digital organization to unleash its full potential and improve agility, maturity, and provide insight about Change Management. It also instructs the digital workforce on how to shape a game-changing digital mindset and build the right set of digital capabilities to compete for the future. Here is a set of “Unproductive” quotes in “Digital Master.”
There is the unproductive complexity of bureaucracy, silo walls between functions, and confusing matrix designs, resistance to change, workforce constraints, slow decision-making, complex administrative processes, and competing incentives.
There are indeed qualitative objectives where the basis for rating performance is the set of criteria that address the question: “what does it mean to achieve this objective?” In some cases, these may also be action plans. Further, to populate the scorecard with too many metrics for the sake of measurement is also unproductive.
Where IT projects have failed to measure up to business customer and stakeholder expectations, improving customer satisfaction and achieving the desired changes in business process and methodology through the most effective use of available technology. Also, it is still failing to address the root causes of project failure, poor communication, and unproductive working relationships.
To overcome unproductive syndrome, IT as a business enabler and catalyst should demonstrate pervasive appreciation throughout the enterprise, particularly executive-level management, for adequate, accurate and timely information knowledge as the basis for decision-making.
Because running digital IT to enforce the strategic focus and harness business competency requires thinking forward and thoughtful planning, being innovative and experimental to create previously unconsidered solutions, handle unproductivity, and fine-tune the underlying business functions and capabilities to achieve high performance.
IT leaders must keep in mind which KPIs best measure IT ability to deliver business value and avoid unproductivity.
There’s no doubt that the well-defined measures and KPIs are important factors to manage performance and keep track of strategy execution effectively. However, everything has two sides: Do some performance measurement initiatives encourage quantity over quality or distract people and cause unproductivity.
There is the unproductive complexity of bureaucracy, silo walls between functions, and confusing matrix designs, resistance to change, workforce constraints, slow decision-making, complex administrative processes, and competing incentives.
There are indeed qualitative objectives where the basis for rating performance is the set of criteria that address the question: “what does it mean to achieve this objective?” In some cases, these may also be action plans. Further, to populate the scorecard with too many metrics for the sake of measurement is also unproductive.
Where IT projects have failed to measure up to business customer and stakeholder expectations, improving customer satisfaction and achieving the desired changes in business process and methodology through the most effective use of available technology. Also, it is still failing to address the root causes of project failure, poor communication, and unproductive working relationships.
To overcome unproductive syndrome, IT as a business enabler and catalyst should demonstrate pervasive appreciation throughout the enterprise, particularly executive-level management, for adequate, accurate and timely information knowledge as the basis for decision-making.
Because running digital IT to enforce the strategic focus and harness business competency requires thinking forward and thoughtful planning, being innovative and experimental to create previously unconsidered solutions, handle unproductivity, and fine-tune the underlying business functions and capabilities to achieve high performance.
IT leaders must keep in mind which KPIs best measure IT ability to deliver business value and avoid unproductivity.
There’s no doubt that the well-defined measures and KPIs are important factors to manage performance and keep track of strategy execution effectively. However, everything has two sides: Do some performance measurement initiatives encourage quantity over quality or distract people and cause unproductivity.
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