Metric fixation pitfalls

Lord Kelvin wrote "if you cannot measure it you cannot improve it."

Tom Peters wrote "What gets measured gets done"

These have become the cornerstone of the popular philosophy "Anything that can be measured can be improved"

 However, we live in an age of metric fixation. The race is on to implement key performance indicators (KPI), and while our underlying intentions are good, we run the risk of measurement for the sake of measurement. Being able to articulate why we are measuring and how the measures will be used to validate and/or improve is a key element in determining its value.  There is a belief that it is somehow possible and potentially desirable to replace judgement, acquired by experience and knowledge with purely numerical indicators.  "Not everything that is important is measurable, and much that is measurable is unimportant". In other words, not everything that can counted counts, and subsequently, not everything that counts can in fact be counted.

 Beware of the Tyranny of metrics! Used properly, they are a powerful tool that can enable services to evolve toward successful outcomes, promote continuous improvement and enable strategic decision making. Used out of context, they are subject to interpretation, manipulation and inaccurate decision making.

 When developing Key Performance Indicators; ensure that performance goals align with business goals; ensure that source data has integrity and can be trusted; ensure there is clarity of context and before you go to the trouble of implementing; make sure someone is actually interested.