Companies are embracing slates of new metrics – from customer satisfaction to pipeline throughput. The trouble, as Russ Banham writes in CFO Magazine, is that various business units often are independently developing these measures “with little centralised oversight.” The result, the author argues, can be an excess of indicators and, in some cases, metrics that set departments on contradictory missions. Banham suggests that CFOs might take on the role of organising these metrics, ensuring they’re statistically sound and strategically aligned. That’s a daunting task, but Banham has tapped a network of experts in search of solutions.
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