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Evolving Success Metrics in Organizations

In the early phases of the organization, success was primarily measured using simple metrics like money in the bank accounts or hours spent at customer sites. Data existed in spreadsheets that required manual work, and micro-management of employees was needed. Now, the organization has installed better information systems that provide some meaningful reports and centralized data to measure success. Success is now defined using monetary goals, happiness goals, and strategic initiatives both within and outside of competence areas to develop new business areas. The competence area is ahead of others in having quantified success criteria, with a vision of discovering and creating a happier way of working.

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Oana Tess
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4 views2 pages

Evolving Success Metrics in Organizations

In the early phases of the organization, success was primarily measured using simple metrics like money in the bank accounts or hours spent at customer sites. Data existed in spreadsheets that required manual work, and micro-management of employees was needed. Now, the organization has installed better information systems that provide some meaningful reports and centralized data to measure success. Success is now defined using monetary goals, happiness goals, and strategic initiatives both within and outside of competence areas to develop new business areas. The competence area is ahead of others in having quantified success criteria, with a vision of discovering and creating a happier way of working.

Uploaded by

Oana Tess
Copyright
© All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd

Changing Measurement Systems 6

So far, I mentioned information systems several times. The


following chapters will dive a little bit deeper into numbers,
focusing on success, happiness, and money. In phase one and two
we used little to no data. Whatever was there existed in the form of
spreadsheets, usually requiring a large amount of manual work. To
still ensure the organization could operate, it was necessary to apply
a huge amount of micro-management on each and every employee.
Due to the low focus of people filling management functions, most
of this management was applied by a single high-level manager.
This system clearly didn’t scale. We realized this and starting with
phase three, we installed better systems. Today we are still far from
ideal, but at least we have some meaningful reports and one central
information system providing data. It won’t be long now before we
reach a professional level there.

61 Measuring Success

In phase one and two, success was essentially measured in terms of


money in the bank account. Only at the end of the year, when the
financial statements were due, was additional information available.
To manage day-to-day operations, the primary metric of days spent
at the customer was used, measured in hours reported by the
employee via a spreadsheet. Success was solely measured in
monetary metrics – if at all. I was told the old CEO said, that
NovaTec wasn’t around to earn money. No wonder success was an
undefined term for us, if this quote is true!
Today, success consists of monetary goals, happiness goals and
strategic initiatives, both inside and outside competence areas, to
develop new or existing business areas. Our competence area is a
little bit ahead of the crowd in terms of quantified success criteria.
While the overarching strategy is still in the works, let me show you
what our CA strategy looks like.

Our competence area vision reads: “Together, discovering and


creating a happier way of working.” The motto associated with this
vision is: “What if what you do matters?”

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