ABSTRACT
This chapter talks about performance measurement. The problem was that each business unit involved had their own performance measures and the teams did not share their data. Marketing was concerned with campaign impressions, how many saw their creative workan important measure for a branding campaign. Next they looked at traffic driven to the campaign site. The corporate web team looked at the website analytics and generated traffic reports based on that. These reports had no purpose since input to the system and output from the system was not analyzed. HR was counting applications to job interview ratios as a benchmark on their ability to attract relevant prospects. So if marketing was adverting for product development people and a cook for one of their employee cafeterias were hired, each of their measurement systems could rate that as a success. The lack of a holistic performance measurement program was at the heart of their problem.
