The Need

The adage “You get what you measure” is very true - organisations, and people within those organisations, prioritise the things they will be measured by, often to the detriment of other things... which would be fine if we always measured the right things and in the right way.  

 

The DBRC approach

• Our holistic approach looks at the full picture surrounding the need to measure, and where appropriate draws on  our specialised tools and experience including dynamic modelling.
• We act as facilitator to brainstorm potential measures, thus maximising buy-in.
• Before adoption, we work with you to stress-test possible measures, looking at their potential for encouraging unwelcome actions or work-around's
• Having agreed the measures, we advise as required on reporting mechanisms, including an executive dashboard approach.

 

 

Applicability

Some of the areas where we can add value include:

• Corporate route mapping
• Dynamic risk registers
• Loss/incident recording and analysis
• Business performance

1.	Invariably measure the easily measurable rather than the things that really matter... So not only is the progress data irrelevant but people are focused on delivering the wrong things

2.	Often measure symptoms rather than causes

3.	Confuse the types of measurement - Key Results Indicators, Performance Indicators and Key Performance Indicators - usually by calling them all KPI’s and not realising that they should measure different things and play different roles

4.	Fail to make comparisons on a level playing field, drawing misleading conclusions about best and worst performers and even about best practice

5.	Produce colourful charts of information that is “nice to know” rather than that points to what specific management action is needed.