Growth in data, estimated by many analysts at between 30 and 70 percent yearly, has put the capability and maturity of enterprise management on a high-visibility, rapid-growth path. We see this in the increasing awareness of needs and benefits that come from the internal service provider model and the disciplines of cross-functional policies and workflow standard operating procedures.
This process inevitably raises awareness of metrics as key change agents, and many organizations now look at completion, compliance and quality metrics as an essential component of any workflow and as primary tools to track trends and effect improvements. These worthy efforts are very much operationally and tactically focused. In an attempt to inform senior management of status and progress, the metrics are often presented in detail on a multipage PowerPoint presentation for management review. What seems like a minimum of necessary metrics can seem like endless complexity and confusion to the busy senior manager who is attempting to influence trends and directions rather than focus on specific operational activity.
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