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BeyondTrust CTO/CISO Morey Haber Elected to Identity Defined Security Alliance (IDSA) Executive Advisory Board

​BeyondTrust is pleased to announce that our CTO/CISO, Morey J. Haber, has been elected to the Executive Advisory Board (EAB) of the Identity Defined Security Alliance (IDSA)

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How Automakers Are Saving Lives With Smart Partnerships
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Lamborghini’s race to save lives
Personal protective equipment (PPE) protects individuals from the highly contagious coronavirus. Medical professionals – the very people that safeguard us at our most vulnerable – are in dire need of PPE. Given supply chain fractures, normally plentiful equipment such as face masks, shields, gowns, and gloves are in short supply.

Lamborghini, the maker of some of the most iconic automobiles in the world, is putting its workforce to make such vital equipment. Given the urgent need, the company has been very effective at finding skills that can readily transfer to their new products. For example, the people who stitch the interiors of their supercars are now tasked with stitching masks. The company claims it can make 1,000 in a day.

Face shields are particularly useful in preventing infection through the soft membranes in the eye. Lamborghini’s R&D teams are using 3D printing technology to manufacture up to 200 such shields per day.

Crucially, the company is not going at the challenge alone. After all, it has little previous background in testing and quality control of PPE. Towards this end, it has partnered with the University of Bologna. Medical experts from the school will help Lamborghini ensure that the PPE is of sufficiently high grade to protect medical staff.

Making ventilators
Devices that can breathe for patients are essential at times like this. To make them portable and reliable is no small feat.

GM, for example, is taking on this challenging task. Instead of doing everything by itself, the carmaker is partnering with Ventec to make a portable ventilator (V+Pro) that can be produced with fewer parts, thereby accelerating their rollout. Moreover, GM has chosen to make these devices at its Kokomo, Indiana, plant because it will require minimal retooling.

Regulatory hurdles
The healthcare industry is perhaps one of the few sectors of the economy that is more regulated and scrutinized than the automotive sector. Maintaining compliance with laws and guidelines across the organization as automakers make ventilators is a monumental challenge.

Medical expertise is essential, as is legal guidance. Be it working with a medical university that can help test the PPE or using regulator-approved designs, such partnerships accelerate the time it takes for automakers to contribute to the effort against the present crisis.



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Three Supply Chain Trends Accelerate In Response To Current Crisis
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Transparency
In a situation like the current crisis, it is easy to forget where the economy came from. As Hans Thalbauer, then SAP SVP of Digital Supply Chain and Industry 4.0, pointed out in an episode of the SAP Experts Podcast recorded in late 2019, volatile political and social environments were some of the most pressing issues supply chain leaders were facing even before COVID-19 entered the stage. After all, the pre-coronavirus times were those of Brexit, the Sino-American trade wars, and widespread social unrest.

The bad news is: COVID-19 does not replace these types of disruptions, and instead is likely to even exacerbate them. First, the evolving “dance” phase is playing out at different speeds in different countries. Each country is at the constant peril of a second wave necessitating a return of harsh interferences with businesses’ operations (and, as a result, with the supply chains crossing their territory). Second, the crisis is heating up the dynamic of preexisting crises – just take US-China relations or the widening political cleavages within the EU as examples. The good news is: The business world has already learned a great deal about how to handle these types of uncertainties and upheavals. The food supply, for example, has remained stable in most markets even throughout the toughest lockdowns.

This is in part thanks to the visibility into stock levels, demand development, and supply chain constraints afforded by modern business technology. Consultancies like BCG and McKinsey are therefore united in prescribing one concept for handling the uncertainties at hand: A “nerve center” or “control tower” that has visibility over the entire supply chain, rendering the future in alternative scenarios and respective reaction protocols. The phase of volatility and uncertainty ahead, it thus seems, will be a major argument for reinforcing “insight-to-action” capabilities in supply chain management: The ability to act quickly, on the basis of real-time data and predictions.

Automation
Even before COVID-19 entered the scene, automation was high up on the agenda of supply chain leaders, as the promise of producing in a more agile manner with higher transparency and lower costs is a convincing case in itself. Now, reports of consultancies like Kearney and EY highlight that this case was further reinforced by the epidemic.

First, having fewer humans crowded around a given production line reduces the risk of viral transmission among them. This not only serves to protect the workforce but also the continuity of the operations themselves: Regulators keen on enforcing physical distancing rules will have fewer concerns about factories with fewer humans in them, and sick leaves will not have as much of an impact on production plans.

Second, the traumatic experience of the West’s inability to adequately equip its healthcare system with protection equipment and testing kits is reinforcing the political desire to repatriate manufacturing. If this pressure persists (and is perhaps intensified by consumer and/or shareholder preferences), manufacturers could see a paradigmatic shift in the way they operate. As BCG points out, “(artificial intelligence) also allows (manufacturers) to operate a larger number of small, efficient facilities nearer to customers – rather than a few massive factories in low-wage nations – by deploying advanced manufacturing technologies such as 3D printing and autonomous robots that require few workers.”

A recession boosting the adoption of such automation technologies would not be without historical precedent. In fact, it would rather be the norm. According to the Economist Intelligence Unit, it has been in recessions that the adoption of automated processes has really spiked alongside the pressure to lower costs. It would not be a surprise if this historical pattern repeats itself in this crisis.

New business models
Until there is a vaccine against the coronavirus, the economy will be held in an artificially suppressed state – a condition the Economist aptly terms the “90% economy.” As consumers are deprived of income and spending options, a drought in revenue will eat its way up the value chain, creating a shortfall in cash flow on all levels. When it comes to spending and investments, businesses will have to find ways to do more with less. For suppliers, this implies that being able to service increasingly cash-strapped customers will become a competitive advantage.

In the short term, this usually takes the form of more generous payment terms – offering the option to defer payments or to pay in installments, for example. But as the economy will likely persist in dire straits for an extensive period of time, new business models could emerge that more closely align spending and consumption.

Take what KAESER KOMPRESSOREN has been doing for quite some time as an example: Instead of selling its compressors (which would require a considerable upfront investment on the part of its clients), it installs the compressors on clients’ sites while retaining ownership. Then, they charge for the compressed air – a classic pay-per-use model. This allows KAESER KOMPRESSOREN’s customers to upgrade their compressors while aligning their cash outflows with their cash inflows, alleviating their liquidity situation. Another variant on the same theme is the addition of services to an existing product.

Hoval, for example, sells predictive maintenance as a value-added service on top of its heating systems. This adds a revenue stream to Hoval’s business that ensures customer loyalty while not requiring too high of a startup investment.

What’s next
Imagine supply chains once this crisis has abated: There is a good chance that future companies will have deeper insight into their operations thanks to increased transparency, they will do more with less, thanks to a higher level of automation, and they will deliver value to their customers in entirely new ways.

Regardless of how bad the recession is going to play out, the companies that master these three points will be more resilient and more profitable down the line. Yes, the future may be uncertain, but we will surely see some interesting times ahead in supply chain management.



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Four Reasons Why Professional Services Can Emerge Stronger From Extensive Disruption
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Professional services firms set an important example for their clients – whether they provide financial planning and accounting, healthcare, engineering, training and development, or any of an endless array of services. According to IDC’s Becoming a Best-Run Professional Services Company: How Growing Midsize Firms Use Technology and Innovation to Succeed (sponsored by SAP), such qualities may include modeling a culture of innovation, proving the value of digital platforms, and showing the way to relentless customer-centricity.

Yet, when disruption is unlike anything anyone has ever experienced, no one – not even seasoned experts – is expected to have the right answers straightaway. What matters is that professional services firms have the foundation to learn from it immediately, discover silver linings of opportunity, and innovate new best practices and tools to rise above it.

Demonstrating value as their clients’ first responder
What made a company successful before an extensive disruption may no longer apply during a recovery. Experiences like this change what clients value, how they want to engage, and where they want to go next. Delivering on these new expectations requires greater flexibility, expertise, and scalability.

Here are four things professional services firms can do now to prepare themselves, as well as their clients, for the next wave of disruption – whether it comes in the form of an economic recovery, a recession, or a completely new series of unforeseen events.

1. Protect the workforce and ensure business continuity

Professional services employees are road warriors on a global scale during ordinary time. But as work-from-home mandates become a way of life for the short term, they must be given the tools and knowledge to keep up with commitments on existing engagements and respond to new customers effectively.

To address today’s challenges and prepare for the future, a cloud-based ERP can improve visibility across service delivery, revenue generation, and billing risks to protect engagement margin, customer relationships, and employee engagement and utilization.

Professional services firms can further their understanding of organizational readiness for remote work and take action on real-time insights into workforce morale and well-being and potential implications for culture, productivity, and the overall business. Additionally, a worker profile management application provides total visibility over full-time and external workers, so firms can analyze where large concentrations of contractors are located and know if anyone is in a high-risk area.

2. Stay closer to clients

When working remotely, conducting business exclusively virtually is new territory for professional services and their clients, especially in an uncertain economic climate. Firms need to quickly learn how to reach out to customers and engage them in ways that are personalized, responsive, and compelling enough to remove any holds on investment decisions.

By monitoring customer confidence, firms can determine changes in customer expectations. This information allows the business to effectively communicate response measures to customers and help ensure their promises are kept and improving the evolving situation.

Once economic conditions rebound, firms can build on this new capability with an experience management platform. This technology fosters a better understanding of where and why gaps in the employee and client experience persist and what challenges are impeding business continuity. When combined with analytics, firms can use those insights to streamline sales-force automation and sales performance management – from lead and opportunity management to digital customer engagement and configure, price, and quote.

3. Rethink business models, delivery tools, and platforms

As engagements are canceled or stalled, professional services firms can start developing a new business model that provides a stable revenue stream during intense disruptions. Such approaches – including digital services or as-a-service revenue models – are simpler to scale based on business volume and need low- or no-touch processes from order to cash.

Firms can kick-start the initiative with a free engagement focused on the adoption of an intelligent ERP. Real-time, time-boxed, and expert-guided, this virtual classroom engagement enables firms to design and develop their unique transformation roadmap. By taking this first step, the business can get their post-disruption recovery underway, implementing preconfigured and agile processes at a fast pace and imagining how the latest technologies can provide distinct advantages.

4. Safeguard financial performance

Finance leaders and risk managers often find lockdown situations precarious as they work hard to minimize impacts and maintain business continuity. Securing correct and compliant financial closing processes and acquiring a consolidated view of cash flow and liquidity are challenging while their teams work remotely.

This moment is certainly not the time for disparate external and internal systems. A cloud-based ERP can help ensure financial resilience by enabling team collaboration, one source for information, and a real-time view into cash flow and risk exposure. Plus, different post-disruption business scenarios can be simulated to help guide decision making.

Preparing themselves and their clients for the next normal
Risk, disruption, and now crisis – these realities of running a midsize business are never easy to tackle. But the stakes are even higher for professional services firms because their responses and actions are just as critical to their clients’ survival as they are for their own.

By putting the right technology-enabled mechanisms in place, firms can adapt swiftly to support their clients. They can connect the dots between risks and opportunities, client expectations and outcomes, and employee experiences and productivity.

That’s how professional services can emerge from extensive disruption – stronger than ever before.



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AI: Chatbots Versus Human Customer Service
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Technology has always fascinated humans. We’re constantly looking for better ways to perform tasks in order to maximize our profitability and effectiveness, whether in sports, business, education, research and development, governance, agriculture, or arts and culture.

Artificial intelligence (AI) technology is a topic that, if we are truly honest, has the potential to cause great human advancement or devastating disasters and unthinkable destruction.

When the motive is for the betterment of humanity, we can definitely use the power that new AI technology has for so much good. If the motive is the opposite, we’re in for very uncomfortable and turbulent times.

“We appreciate yesterday, but we’re looking for a better tomorrow.”
— Jack Ma (founder of Alibaba, Jack Ma Foundation)

This article aims to ignite readers’ interests, ideas, and questions. No one has all the answers; learning is a constant for both humans and AI alike. We should all be open to changing our thinking and be willing to accept new ways of approaching digital or online business.

The technical terms and jargon related to the intricacies of AI and automation can be a little overwhelming, so this article focuses more on general steps and procedures.

Humans and AI will always be around
Before we continue down the proverbial rabbit hole, we need to establish the fact that both humans and AI will always be around. We’re interdependent and, like it or not, there will always be a place for both in our businesses.

Technology is advancing at such a rate that if we don’t stay informed and up to date, we’ll be left far behind. We’ve become used to our mobile and online environment, and it’s almost impossible to go without it. Our children are living with smartphone technology like fish live with water. But before the turn of the new century, we never spent so much time in front of our screens.

How can AI technology help me and my business?
This changed reality begs each of us to ask this question. To answer it, you must first look into how much of your business can be automated.

If your entire business can be automated, then you could run the whole process with a chatbot or AI. Stop to think about that for just a second! A program will help you earn income.

“But that’s absurd, it’ll never happen,” you might be thinking. But we say that about most things. Just typing on your smartphone requires an application built through software, coding, data, time, a computer, and behind all of it, a person punching in ones and zeroes.

But automation is the key factor here. Therefore, you need to take the time to go through all of the steps and procedures that happen in the day-to-day running of your business. You cannot just randomly pull out a staff member and set up a chatbot in their place. That’s the wrong way to go about it, and your business will suffer for it.

There are multiple operations to consider, and each process must have a very clear input to get to a precise output:

Not all businesses have been set up with automation in mind.
An online business and a brick and mortar business can be completely different.
Getting a chatbot to replace a human takes careful consideration.
What will your customer experience on the receiving end?
What processes does a human do that will be replaced?
How will you measure those processes and results?
There is so much information around this topic that it will take a few articles to cover it, but the first important thing to consider what you can automate. I recommend looking into automating these two areas of business first:

Customer service
Sales funnel/pipeline
For one thing, these areas are easy to measure, change, and update. In addition, there are already a number of businesses that offer services to help you automate these areas of your business. But they cannot help you automate if you haven’t taken the time to work through what it is that you want to achieve:

Do you need more time for other day-to-day tasks?
Would you like to cut costs and expenses?
Are you happy to have a chatbot (instead of you) deal with your customers?
How much of your time is devoted to automation or to your clients?
It’s essential to understand whether chatbot technology is more likely to work really well for your customers or to be completely awkward and unpleasant for them. This leads to the next point to consider.

Integrating chatbots in customer service
Your customer is the main focus of your business, so if they’re unhappy, it’s imperative to seek ways to better serve their needs. When it comes to automation, this is probably the best place to start.

Chatbots’ purpose is to replace human-to-human interaction, and it’s quite a thing to consider that your highly valued customer will interact with a “robot” rather than a human being.

For less risk that your business and customers will experience frustration, misunderstanding, and awkwardness, consider beginning with your FAQ (frequently asked questions) section.

Here are some of the other positive and negatives to consider:

Pros for customer service chatbots

Customers may be open to engaging with a chatbot.
If something doesn’t work out perfectly (for example, one chatbot starts the chat, then the conversation suddenly stops, and later another chatbot greets the customer), the customer will understand.
Chatbots can respond quickly with access to all information relevant to the customer’s question.
Chatbots will always have the same response consistently every single time.
Chatbots can save your business money by saving time. They operate 24/7 and and don’t take vacations or holidays.
Chatbots don’t get bored from saying or doing the same tasks repeatedly.
Chatbots don’t require annual increases in income.
Cons for customer service chatbots

Customers can get frustrated when their questions are not answered correctly.
Customers may want to engage with a human that understands their feelings.
Chatbots run purely on the code and info you provide them; input and output only. If the code is bad, you’ll provide bad service.
Chatbots are impersonal, and it’s not quite like speaking to a human.
If your chatbot hasn’t been set up correctly, spammers could use it to gain attention and cause chaos.
Customer service chatbots are quickly being used in online service platforms, and it won’t be long before they become the norm.

Using automation in the sales pipeline
The next entry point for automation is your sales pipeline (or what is now called the sales funnel). If you have a very clear product offering, which is possible even in a service industry, you can give fixed pricing options to new customers. By asking the customer questions about what they are looking for and gathering the information, the chatbot can send various pricing packages tailored to fit their budget and needs, then send the details to a sales rep to make the final sale. If you have a specific payment gateway, the chatbot could even make the sale on its own by linking to your funnel.

You, as the business owner, are still very much part of your brand, and people should feel welcome to establish a connection with you. With video, you can speak directly to the customer and allow them to see you. With other details automated, you can spend your time working on other new and better systems, products, or services to better serve your customer.

Where do humans fit in all of this?
I think it’s important to remember that humans will always look for human interaction, although we often find it frustrating when we have to wait.

There’s definitely something to be said for that personal touch. The AI and chatbot technology are there to do the repetitive and remedial tasks. Humans are there to provide vision, focus, and, first and foremost, to connect with others.

I believe we all long for that connection, and one of the reasons we start businesses is to help others with their problems. Each of us has an inherent need to interact.

We have compassion, we have the ability to build meaningful business relationships, and we seek stories that touch the lives of our customers. Chatbots and AI – specifically in the online space – are there to come with us. Ultimately, we are the ones programming them.

Even so, we need to keep up with the times and know that the world is changing rapidly. Business is moving and adapting to incorporate more technology. There are many industries with workers who could soon find themselves looking for new jobs and skill sets.

We are to stay ahead of the game while being responsible for and accountable to the technology we create. In other words, as we move forward, we need to continue changing and adapting to stay ahead. We have wisdom, planning, and foresight to stay ahead of the game.



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Innovation: It's More Than Just A Nice-To-Have
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Our day-to-day lifestyle has significantly changed in this new reality created by the COVID-19 pandemic. Regardless of how tech-savvy you were before, you – like everyone else – now depend on digital tools to manage both your personal and professional life.

A lot of these products, services, and platforms did not exist or were only available to a select audience before the pandemic. Many were considered too innovative or “nice to have” but not necessary. But think about all of the elderly people staying connected to their loved ones through video platforms, the average families using delivery apps for groceries, or the companies hosting large conferences in virtual setups – the list goes on and on. In most cases, there was no (or little) need for those tools before, so they were scarcely used. And yet organizations still invested in and brought them to market. Looking at the demand now, we can see some organizations were a step ahead of the others. What’s their secret to knowing what will be needed in the future? The answer: their drive for innovation.

Innovation: what does it mean?
How many times have you heard or seen the word “innovation” just today? Well, at least four times in this article so far. And beyond? Yes, it’s everywhere, but it is still an abstract idea for many people – just a buzzword. Let’s dig deeper into what innovation is. Here is how several online sources (linked in the References below) define it:

Innovation is the process of doing things differently and discovering new ways of doing things.
Innovation is adapting to change to better meet demands of products or services.
Innovation is improving business processes and models, developing new products or services, adding value to existing products, services, or markets.
Innovation’s aim is to provide something original or unique that can have an impact on society.
Understanding and living innovation, especially in times of change
One point that is missing from this list: Innovation spares no one. It is essential for individuals and organizations, for the CEO of a company just as much as the entrepreneur who is just getting started. That said, you do not need to aim be the next Amazon or Airbnb. Small changes can help you foster an innovation mindset to proactively respond to potential disruptions.

Imagine the current pandemic a decade ago: no virtual office meetings, no video calls with family and friends, no 24/7 food delivery to your doorstep. Think about the economic and emotional impact it would have had. By all means, the economic impact today is enormous, but imagine how much worse it could have been in the past. Companies would have stopped operating with no alternatives; there would no e-commerce, no IT infrastructure, and no availability. If there wasn’t an innovative mindset and driven teams that created these products, services, and platforms, we would be in an even less fortunate scenario now.

Write (innovation) history!
“It is only the farmer who faithfully plants seeds in the Spring, who reaps a harvest in the Autumn.”
— B.C. Forbes

At this moment, we are writing history. We are living through the most disruptive period we have ever seen, a time when innovations are needed more than ever. We need to think one step ahead and take this opportunity to reinvent ourselves. We also need to make this an ongoing practice – all of us, from small and midsize businesses to big corporations. Whether you are producing something like face masks and need to rethink your supply chain management due to high demand, or you’re an events company that needs to go fully virtual in a single day, this applies to you.

I strongly believe that we will rise from this crisis with a new appreciation for innovation and change. Innovation should be a mandatory component of your daily experience and strategy instead of being regarded as a luxury – especially now.



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How To Define And Use Metrics Effectively
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We live in a world that – more than ever – is filled with data. Collecting data of all kinds has become fashionable, and this has led to the proliferation of key performance indicators (KPIs). We measure all kinds of things, and it has slowly but steadily become common practice to move to pay-for-performance models in every sphere of life including businesses, policing, healthcare, education, non-profits, government, and more.

The assumption is that if the KPIs are achieved and trending in the right direction (usually up and to the right corner) over time, everything is good. But in reality, the assumption is far from true. When people are paid for performance, and their performance is measured via metrics or KPIs that are far removed from reality – and those metrics are used to dole out rewards or punishment, people find creative ways to game the system. In the short term, it appears that everything is good because the goals are met and trending in the right direction, but in the medium to long term, using these metrics has an adverse impact on the organization.

We have known this intuitively for a long time. We have many examples – Enron, Wells Fargo, Volkswagen, spiraling costs of healthcare and education, policing (where big crimes are reported as smaller crimes because the frontline policing staff wants to show they are reducing the crime rate – as their jobs might depend on it), etc. We even see this happening in our homes. If you have teenagers, you know that they can be extremely creative in achieving the goals that you set for them without actually doing what you want them to do.

What can we do about this? We still need metrics to measure how we are performing so that we can continue to monitor and improve performance. And yet, we don’t want to fall in the trap of measuring either the wrong things or pushing people to game the metrics.

I recently read The Tyranny of Metrics by Jerry Z. Mueller. In the book, he elegantly explains all the different ways that metrics fixation has negatively impacted organizations and society at large and how the fixation on metrics can create chaos.

I have written about KPIs and metrics here, here, and here. I already knew that KPIs need to be defined with a lot of intention and in partnership with the people who will be held responsible for them, and I also knew about gaming of KPIs in business contexts, but I was not aware that gaming KPIs is so prevalent across all kinds of organizations.

Data vs. judgment
There are two ways to measure any particular performance: with data or by having someone who knows the job judge the performance. In the recent past, as it has become easier to collect data, we have moved towards collecting a lot of data and using it as the primary way to measure performance.

What we need to understand is that measured data is almost never an alternative to judgment. In fact, measurement demands judgment – judgment about whether to measure, what to measure, how to evaluate the significance of what is being measured, how to decide if rewards and penalties need be attached to the results, and last, judgment about who should have access to the measured data.

Guidelines on measurements
At the end of the book, Jerry Mueller provides a checklist on when and how to create performance metrics and what we need to keep in mind when analyzing them.

Below are some guidelines based on his checklist, with my perspectives added.

1. What do you plan to measure?

The kind of information you plan to measure has an important impact on how you design your metrics. The more the object to be measured resembles inanimate matter, the more likely it is measurable (natural sciences or engineering).

When the objects being measured are influenced by the process of measurement, then the measurement becomes less reliable. It’s even more unreliable if the measurement is about human activity.

People are conscious and will respond to the process of being measured. And if rewards and punishments are involved, they will react in a way to skew the validity of the measurements.

2. What will the measures be used for?

Metrics are more useful when they’re used by people to track performance to compare themselves with their peers and to identify potential areas of improvement.

When metrics are used by external parties (including senior management, government, etc.) who may not recognize their limitations to dish out rewards or punishments, this leads to behavior to game the system and are more harmful in the mid-to-long term.

It is good to offer recognition to those who excel and assistance to those who are behind.

KPIs that help accentuate the internal motivations of the people being measured, so they can continue to improve, tend to be better than KPIs designed to get people to behave in ways that they are not intrinsically motivated by or that appeal to extrinsic motivations.

Low-stakes metrics are almost always better than high-stakes metrics.

If the performance being measured does not require or has the potential for any intrinsic rewards, pay for performance might work really well.

3. How useful is the measurement?

Just because something is measurable doesn’t mean that it is worth measuring. In some cases, the ease of measurement could be inversely proportional to the significance or usefulness of what is being measured.

Is what you are measuring a proxy for what you really want to know?

If the metric is not useful nor a proxy for what you really want to know, you are better off not measuring it at all.

4. How useful are more metrics?

Performance measurements, when useful, are more effective in finding outliers, especially poor performers or true misconduct. They might not be very useful in distinguishing people in the middle or at the top of the ladder.

The more you measure, the marginal cost of measuring will become more than the marginal improvements you gain through measurement. So, the fact that metrics are helpful doesn’t mean that more metrics are more helpful.

In fact, it is easier, simpler, and faster to use fewer metrics but to use ones that are relevant to drive behavior and improve performance. You can change the KPI, depending on the maturity of performance, instead of having the same KPI to measure everyone’s performance (regardless of how mature the person or process doing the activity is).

5. What are the costs of measurement?

There is always a cost of acquiring the data for the metrics. Every moment that we devote to producing metrics is time not spent on doing what is being measured. So, before we initiate a new metric, we need to identify the costs of measuring.

We can also look to see if there are other sources of information about performance that can be used that are based on the judgment and experience of customers or someone else.

6. Who develops the metrics and what do they mean?

How and by whom are the measures of performance developed? Measurements are more likely to be beneficial if developed from the bottom up with inputs from the people who will be measured (experience and judgment).

KPIs defined by people who don’t have context on the performance being measured are typically the ones that are gamed or manipulated, as they may neither add value nor increase the difficulty of performing the activity.

In conclusion
KPIs are effective to the extent that the people being measured believe in their worth and effectiveness. We need to remember that even the best KPIs are subject to gaming and corruption. Keep an eye on the result of what is being measured.

Sometimes, recognizing the limits of the possible is the beginning of wisdom. Not all problems are solvable, and even fewer are soluble by metrics. It’s not true that everything can be improved by measurement nor that whatever can be measured can be improved.

We need to exercise judgment, which comes from experience, before introducing any new metrics. Metrics should inform judgment and vice versa.



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