However, much has happened since it went up, including the Blogger outage. Scroll down for a report on that. More new posts will be added below this one. The essay below is the conclusion of the ninth part in a series by Takuan Seiyo.
Pinterest "You can't manage what you can't measure". Who on earth came up with that one? Management is about the operation of a function or process.
Even though I bet somewhere we have sanitary disposal managers these days, back in the real world "manager" means someone who manages people.
They build processes around people and they make them follow those processes but at the end of the day managers manage people. And you can't measure people.
Einstein got unimpressive grades. So many modern corporate ills stem from managers trying to manage people by numbers. First, I have seen brilliant people read: Bad managers applying bad numbers.
Second, to slightly twist Mr Heisenberg's Principle: No KPI perfectly reflects the desired outcome - it always leads the measured subjects off the desired path. Management by measurement leads to some weird results every civil service is awash with them.
Third, the KPI hasn't been invented that measures "good". I used to have to rank my staff, 1 to 12, no equals. The ranking would shift from day to day depending on the challenges the team faced. It would change from hour to hour depending on who had pissed me off last. Management by measurement is only a substitute for inept management.
Put another way, it is an organisation's compensation for its inability to attract, create and retain good managers. Any decent manager can make correct assessment of staff based on instinct and subjective observation. Numbers help, and they particularly help fire someone, but you can manage what you can't measure.
Good managers do it every day.
Now, governance - that's another matter. Perhaps you can't govern what you can't measure?"You can't manage what you can't measure".
Who on earth came up with that one? One of my big concerns about the application of ITIL is it's emphasis on KPIs.
Useful but dangerous. Using Harvard Multiple works by the same author(s) in the same year. Identify works by the same author in the same year by adding letters a, b, c, and so forth, to the year in both the in-text reference and the reference list entry.
This paper explores the governance characteristics of marine plastic debris, some of the factors underpinning its severity, and examines the possibility of harnessing corporate social responsibility (CSR) to manage plastic use within the contextual attitudes of a contemporary global society.
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