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  • Added for You - You Get What You Measure in Strategic Planning

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    first, we don't want to miss anything. Of course, this is a complete fallacy, since the easiest way to get people to miss a number is to hide i
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    You may have heard this before - that you get what you measure. In business, this is definitely, true. However, in certain types of business there is SO MUCH being measured that it's sometimes difficult for employees to decide which measurements are really important. One rule of thumb that guides all of my thinking about using data in strategic planning is that most reasonably intelligent people can keep 6-8 things straight in their heads at any give time. Not 10, not 20, and certainly not 40.

    So why do we ask people to keep track of so many numbers?

    Well, first, we don't want to miss anything. Of course, this is a complete fallacy, since the easiest way to get people to miss a number is to hide it

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    Its easy. That’s what they tell you. “We have a simple 3-step system,” they say.And its true. Most direct sales programs do have a simple program. Its an industry standard to make earning a six or seven figure income appear to be as easy as putting on your shoes.Heres the rub.
    ere is SO MUCH being measured that it's sometimes difficult for employees to decide which measurements are really important. One rule of thumb that guides all of my thinking about using data in strategic planning is that most reasonably intelligent people can keep 6-8 things straight in their heads at any give time. Not 10, not 20, and certainly not 40.

    So why do we ask people to keep track of so many numbers?

    Well, first, we don't want to miss anything. Of course, this is a complete fallacy, since the easiest way to get people to miss a number is to hide i

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    hat guides all of my thinking about using data in strategic planning is that most reasonably intelligent people can keep 6-8 things straight in their heads at any give time. Not 10, not 20, and certainly not 40.

    So why do we ask people to keep track of so many numbers?

    Well, first, we don't want to miss anything. Of course, this is a complete fallacy, since the easiest way to get people to miss a number is to hide i

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    their heads at any give time. Not 10, not 20, and certainly not 40.

    So why do we ask people to keep track of so many numbers?

    Well, first, we don't want to miss anything. Of course, this is a complete fallacy, since the easiest way to get people to miss a number is to hide i

    Customer Service for Airbus Needed
    Can Airbus bring itself back around on a new approach to serve it markets and regain all that lost market share? Do they even have a plan to level the wings and gain some altitude or is it all down hill from here? One thing I have found is that any corporation suffering in the market place like Airbus is today
    first, we don't want to miss anything. Of course, this is a complete fallacy, since the easiest way to get people to miss a number is to hide it among 39 other numbers.

    Second, we want to preserve the complexities of managing a business - oversimplifying might lead us to ignore some critical detail. This is true, but we shouldn't rely on a mass of numbers to convey the richness of our business. Rather, we should give human beings the ability to pick this richness out for themselves - which they surely won't do if they are overwhelmed with too many numbers.

    Finally, numbers are often seen as the lifeblood of management. Now, I have a slightly different theory about this - I think customers and emplo

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