Harvard Business Review

SEPTEMBER 10, 2012

When forced to present familiar metrics for truly out-of-the-box "beginning" ideas, work teams develop what our friend Jay Paap calls "Imaginary Numbers." As for decision-making there is one simple rule in pursuit of breakthroughs: "The higher the goal the higher the role." They must also be willing to see value in absurdity.

Process 15

Process Innovation Stage-Gate Net Present Value 15

Harvard Business Review

NOVEMBER 25, 2013

It doesn’t need to be complicated; in one company, a marketing department saved 20 percent after simply benchmarking the money they were spending on external agencies. CFOs are more interested in capital investment estimates, net present values, and a clear outline of the trade-offs of any investment.

CFO 8

CFO Short-term Long-term Benchmarking 8

Harvard Business Review

DECEMBER 28, 2016

Big, strategic goals evolve into score improvements and incrementalism instead of gleaning useful insights that allow change with confidence. They have “soft” metrics rather than real business goals. If a score improves, that number is heralded and CX teams use it as evidence of innovation and improvement by the team.

Attrition 10

Attrition Metrics Net Present Value KPI 10