5/31/2023 0 Comments Word build scoreboardThe success equation for business that I’ve written about is more than quantifiable metrics. For business, the unseen measures include whether we are building growing, and thriving enterprise that can and will bear more fruit, over time. For individuals, the unseen part of us includes whether we are growing, and thriving in relationships, and doing our best to bring forth our gifts into the world. It works for the simple measures that are binary but how many of us are living that life or running that business? Quantitative measures for our scoreboards miss the measures of things unseen. To say quantifiable outcomes is the complete scoreboard is to measure only that which we can see. However, quantitative results alone are almost always an incomplete picture. In my work with me note, you can see me grappling in front of you, as I shape the new one. Life’s experiences have taught me it is not a sufficient measure of the quality of life. But after a divorce, and getting fired, many physical injuries because I pushed too hard, and most recently killing my own company, I think I’m ready to give up on that type of scoreboard. I used to think an effective scorecard was ALL about the outcomes and if anyone said otherwise, I thought they were a wuss who wanted softer/easier/lighter goals. I honor how challenging it is to choose the lens. But are we conscious of the scoreboard ruling our decisions, and our choices? Or, could it be that we are operating with a “that’s how things are done” default setting? What we define as the scoreboard, and reward, we do. (The picture is of art by Michelle Scott, who died way too early. But when asked, they will only tell you, they are doing what they are rewarded for. We could comment that these CEOs/Boards needs to take back their strings because they are being led, not leading. If you ask them, they’ll say they are getting pressure from their institutional investors to deliver (and that most institutional investors only hold onto stocks for less than 2 years, etc, yada, yada). They rob investments from future product categories or potential new markets to deliver today’s number. Companies and their leaders focus on this almost to the exclusion of whether they are building a company that can grow. ![]() In business, the certain outcomes are undoubtedly this quarter’s results. And by defining running to be about marathons (and, then, faster marathons), I set the bar so joy came from the milestones, rather than the inherent pleasure of leaves underfoot while alongside a creek. By saying work was about the next rung on the career ladder, I never questioned if I was suited for the role, and it for me. By defining success as “staying married”, I would find myself giving up me to be loved by him. This lens on life caused a vise-like grip onto certain outcomes. When I used to seriously run, I thought it was all about completing a marathon. In jobs, I thought the goal was to get promoted to the next big title/level/responsibility. PS.During my first marriage, I thought the goal was to stay married. You don’t really know when the optimal time is to switch your best players back into the game.Īs coach with funding available, would you be asking your support team to give you more transactional tools / data or the objective-based insights?ĭoes this analogy help articulate the message from the previous two posts ( Wed and Thurs)? But that’s a whole lot of messing around in the chaos of the coach’s box with the scores close (you assume) and the game nearing the end (possibly). Yes, you could then apply strategies against those inferences in the hope that it has a positive impact. Yes, you could infer whether the team is doing well by reverse engineering the transactional data. That’s exactly what most OSS reports and dashboards are like! You receive all of the transactional data (eg alarms, truck-rolls, device performance metrics, etc), but not how you’re collectively tracking towards team objectives (eg growth targets, risk reduction, etc). But it doesn’t show the total score for each team or the time remaining in the game. ![]() Their points, blocks, tackles, heart-rate, distance covered, errors, etc. The scoreboard gives you all of the stats about each player. ![]() You send them out onto the court and let them play. You train your team and provide them with a strategy for the game. Imagine for a moment that you’re the coach of a sporting team. An alternate way of slicing OSS projects.How to Design an OSS / Telco Data Governance Framework.The Most Exciting OSS/BSS Innovations of 2022.What are Operational Support Systems (OSS) and BSS in Telecom?.
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