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Sep
19
2011

"I've always been a big believer in using results as the differentiator between success and failure. You either achieve your goals or you don't. Energy, creativity, and activity are all good things — but they don't create value unless results are achieved.

Most organizations take the same stance. They put a great deal of emphasis on reporting and celebrating quarterly and yearly results — with the assumption that there is a huge upside to being perceived as a winning company. After all, positive results attract investors, raise stock prices, reinforce customers, draw talent, and more.

But only athletic events produce clear winners and losers in the short-term — and most organizations are not actively engaged in those. In fact, in many cases, the immediate "results" are in reality unknown, ambiguous, or disconnected from current performance."

blogs.hbr.org/...-confuse-a-scorecard-with.html
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performance results scorecard scoreboard longterm dialogue

  • This is not to say that we should abandon any of these ways of viewing organizational performance. Rather, we need to better understand how these numbers were achieved and what they are actually saying about a company's long-term health. In other words, metrics are starting points for dialogue rather than conclusio
  • As individual managers we do not have the luxury of personal analysts, so we have to interpret the true meaning of results ourselves. But all too many managers avoid or ignore this part of their job — either because it takes too much time, is too difficult, or will lead to uncomfortable discussions. So instead they treat scorecards like scoreboards, with black and white numbers that they think tell the whole story.
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