tag:blogger.com,1999:blog-5069210070737344160.post2597250371721960815..comments2024-03-29T07:31:25.026+00:00Comments on GC's Eye View: Lies, damn lies and ... metricsTom Kilroyhttp://www.blogger.com/profile/12341500973865955587noreply@blogger.comBlogger3125tag:blogger.com,1999:blog-5069210070737344160.post-6239032469621790192012-05-25T13:06:21.138+01:002012-05-25T13:06:21.138+01:00Tom,
Excellent blog. There's so much to say o...Tom,<br /><br />Excellent blog. There's so much to say on this subject! <br /><br />Language often gets in the way - metrics, data, management information (MI), reporting ... etc. But whatever you call it, too much of it can also be a problem; providing false 'comfort' (look at all the data we have) but absolutely no insight (what is it telling us?). <br /><br />Many organisations we work with are swamped with MI but fail to appreciate two key issue; it's what you do with it that counts and you get what you measure (i.e. be careful what you measure because it drives behaviours).<br /><br />We have been surprised by how little real measurement exists in the legal market; whether this is the performance of the in-house function and /or panel arrangements. Measurement is key as long as it is combined with analysis and action. <br /><br /><br /><br /><br />TKarl Chapmanhttp://www.riverviewlaw.comnoreply@blogger.comtag:blogger.com,1999:blog-5069210070737344160.post-83015322977212780472012-05-25T07:45:53.984+01:002012-05-25T07:45:53.984+01:00A very interesting blog Tom that gives much food f...A very interesting blog Tom that gives much food for thought. It covers (at least) two distinct areas where metrics are appropriate: managing performance of a team / the business (usually historic); and decision making on cases where there is uncertainty about the future. This comment refers to the former.<br /><br />I have worked with lawyers over many years (and was married to one for 20) and in my experience they fall into two types as far as numbers are concerned. There are those who come from a scientific and numeric background for whom metrics are a natural part of life. There are others I meet however, who visibly shudder when they discover I was originally a mathematician. How do we help this latter group?<br /><br />There is a fascinating book called "Why children fail" by John Holt that explains how the fear of failure gets in the way of problem solving. When I was a Maths teacher my main task was to create an environment where students felt free to "get it wrong" so they could work their way to a solution. People need to be free to focus on the problem, rather than worry about "the right answer", especially when it comes to metrics. It's ok to play with metrics, look at them upside down and backwards: it's not a question of "right" (red tick) or "wrong" (red cross).<br /><br />So what I would recommend is this. Concentrate firstly on "what" it is you need to know in order to manage or improve your business, then the rest will follow. Metrics become merely a useful tool rather than an isolated end in themselves<br /><br />Examples include:<br /><br />For different case types, what is typical and what is atypical? For instance what is the average elapsed time from start to finish and how much effort is applied? How can we identify exceptions and manage these?<br /><br />How are we doing as far as clients are concerned? What would help them keep track of where we are on their cases?<br /><br />Some parts of the team seem to be working really hard and under pressure, whilst others seem to have less to do than this time last year. How can I get a handle on this and balance the workload?<br /><br />Once the top down management issues are phrased in these terms, the metrics generally flow and are meaningful. If not perfectly expressed first time no matter: they can be honed and improved over time.<br /><br />As for decision making on cases where there is risk, managing likelihood etc, that is a very different question. I will give that some further thought and comment late on that. It's a big subject!Elizabeth Mileshttp://www.iken.biznoreply@blogger.comtag:blogger.com,1999:blog-5069210070737344160.post-34140128635471463972012-05-21T16:29:14.210+01:002012-05-21T16:29:14.210+01:00Nicely done Tom!
Metrics without context are a wa...Nicely done Tom!<br /><br />Metrics without context are a waste of time. <br /><br />Metrics can be helpful when they relate to what you want to accomplish and when they measure change or trends. And, perhaps most importantly, you must take the next step and use them to accomplish something--change, improvement or whatever.Fred Krebshttp://fredkrebs.comnoreply@blogger.com