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6 years ago

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So we have a value driver tree or model, and processes that are expected to drive the behaviours towards those KPIs. But in practice, once deployed, most managers are more concerned about achieving their own numbers than the effect that has on the whole. For instance, I have been in situations where because of demand and excess resource capacity in one area, they exceeded their KPIs only to pass a backlog onto the next area. From the end-to-end perspective this meant the value was being lost. How have others seen levers applied to ensure one area with excess capacity does not create problems for another area with minimal available capacity?