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A management team distributes themselves around the board room table, the ritual of the monthly performance management meeting begins. Before too long, the first performance measure in the monthly report is under their scrutiny.

It seems that supply costs have increased and now the procurement manager is under scrutiny. He deftly deflects the result with the explanation that a major supplier upped their prices.

On to the next measure, and it shows that unfinished work is climbing. The operational manager takes his turn in the cover-your-butt game…

How should we be using our measures?