Are You Too Busy not to Measure?

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More from Stacey Barr

Do Your Results and Measures Need a Divorce?
By: Stacey Barr | 17/09/2008 | Management
One of the most common reasons people hate their measures is not that the measure is bad. It's that the measure is the wrong one for the result they're trying to monitor. A performance area you see this happening a lot is customer service performance. There are a raft of customer related measures around these days, each with its own promise of driving business growth. But we forget something vitally important, as we too eagerly dive into debates about which is the best measure.

What's the Silver Bullet of Customer Measures?
By: Stacey Barr | 17/09/2008 | Management
It would be fabulous if we could have just one single customer related measure that told us all we need to know to build a huge, profitable and loyal customer base. But many of those measures are used wrongly. A little common sense, and taking a moment to think about the results we want relating to customers, can release us from the confusion about which customer measure is the right one, the silver bullet. Let's explore this by looking at three very popular customer measures.

How Do You Respond to Customer Satisfaction Measures?
By: Stacey Barr | 17/09/2008 | Management
It's THE most commonly used measure of customer performance but Customer Satisfaction is also one of the most widely mis-used measures of customer performance as well. Too often it's seen as the panacea for all manner of things, including a predictor of business growth, customer loyalty, customer lifetime value and market share. And what's more, managers often complain that it's a hard measure to act on. What are you supposed to do exactly?

Measuring What You 'need' Versus What You 'can'
By: Stacey Barr | 01/09/2008 | Management
There are all kinds of reasons why many organisations have performance reports that are bursting at the seams with measures that mean nothing, impact nothing or lead to nothing. Often it's because they are measures that have always been reported, or some manager wanted the measure for a project that ended years ago but it's still being reported on. Irrespective of why, this is for certain: if a measure is not informing a decision or choice, it's wasting space & time and most certainly money.

So You Reckon It’s not Measurable, Eh?
By: Stacey Barr | 01/09/2008 | Management
In business, we often talk about results like productivity, efficiency, loyalty, engagement, well-being, innovation, effectiveness, outcomes and customer value. And you're right - it's just not obvious how to measure fluffy results like these, meaningfully. But that's no excuse not to measure them! The problem is not in the measuring, it's in the fluffy way we articulate our results. You have to come at that problem of measuring the seemingly immeasurable from a different angle.

How to Ask for Measures That Matter
By: Stacey Barr | 01/09/2008 | Management
You sit before the monthly report and you contemplate whether it’s the best use of your time to paw through the pages to check if there’s anything useful in there for you. Past experience tells you that the report is full of many measures graphed in all their splendor, but virtually none of them pique your interest, help you make the decisions you barely have time to give enough thought to as it is... How can you make your measures more like adrenlin and less like anaesthetic?

Measuring Leads: a Lead Indicator of Business Growth
By: Stacey Barr | 20/08/2008 | Management
Despite its undisputed role as the primary driver of business growth, many small business owners still fail to take a deliberate approach to marketing! One way to at least get started in taking marketing more seriously is to connect with the purpose of it in a more practical way. And that's something measurement can easily do.

Engaging Managers to Measure: What Don't They Know?
By: Stacey Barr | 20/08/2008 | Management
It's always going to be harder, longer and more painful to embed good performance measurement into an organisation whose leaders don't champion the effort. Sure, you can get some great traction by introducing performance measurement here and there, but truly embedding performance measurement as an accepted and valued part of doing business is an uphill battle without management support.