- Mar 9, 2009
- Reaction score
- Mar 9, 2009
Algorithmic takeover. Once it’s been codified, it’s time for the professional managers to move in. These are the number-crunchers, the beancounters, the benchmarkers. They’ll bring in data about how you’re doing relative to other companies in your industry, so you can “improve” your processes. What this usually results in, unfortunately, is usually the same-to-the-penny offerings and beyond-abysmal level of customer service. Because nobody else is doing any better. And it’s very easy to look at a CEO dashboard that says, “Hey, we have a 39% higher customer satisfaction rating than our competition,” without revealing that your competition’s customer satisfaction is at 9%. At this point, congratulations. You’re not a person anymore. You’re a robot, moved only by algorithms. If you’re lucky enough, you may be able to move fast enough to survive.
So, how do you avoid this fate?
While I understand this sentiment, and have felt it myself many, many times, I personally also feel very strongly that you can't improve what you do not measure.
I agree that bench-marking solely against competitors performance results in in mediocrity and a stagnant industry and company, but at the same time, earlier in the book you suggested that you shouldn't do something unless you have a unique approach to it, or think you can do it better than anyone else. How do you know if you are doing it better than anyone else, unless you measure it, and measure what others are doing?
Just a thought.
Side note: I understand this is more of a book, and less of your typical forum post, where lots of replies are expected, so my apologies if I am out of line replying to a paragraph in a two year old chapter of a book
Oh, and two years too late, sorry for your loss