get what you measure"
and CEOs of measure-managed companies are frequently surprised
to see welcome changes in employee behavior when certain measurements
and reports are established.
seems to be a competitive streak in most people, one that makes
them want to outdo the "company average," or "the
other store," or even their own previous performance.
it has to do with raising their daily activities from "humdrum"
to the level of a game. Maybe the sense of competition is empowering.
Whatever drives the phenomenon is open to debate. But one thing
is demonstrated in practice: people don't necessarily do what
you expect; they do what you inspect (and report.)
phenomenon is part of what drives the proven success of our Balanced
Scorecard package. Of
course, it cuts both ways. Measure the right factors and things
get better. Measure the wrong ones and things get worse.