MAY 2019CIOAPPLICATIONSEUROPE.COM9approach and "up our game." If we are peddling work that lacks value, clarity, and purpose, we either have to learn how to do that or to coalesce our efforts into larger projects that are capable of doing so.KPI CannibalizationHow familiar are we with other teams' KPIs? Familiar enough to care about them? Do we judge our team's success only against our own KPIs or do we seek to influence shared, aggregated, or north star KPIs positively? Do we understand how improving our KPIs might negatively affect the KPIs of other teams or the organization as a whole? When it comes to KPIs, we're looking for major improvement at the end of the pipeline, where costs and negative effects of the previous KPIs are fully considered. We also want to avoid prematurely optimizing KPIs that may act as inhibiting factors for subsequent improvements. Therefore, earlier KPIs must act as multipliers for later ones, and they must be measured based on their benefit to the whole rather than as a local optimum or cost reduction. Product redshift competes with these goals because every `product' is treated as an independent stream rather than as a potentially beneficial tributary to the overall river.What's getting in the way of our organizational gravity? What's keeping us from engaging in deeper collaboration? Is it compartmentalization? Is it processes introduced primarily for the sake of enforcing rigid hand-offs? Is it overly-defined roles and responsibilities that allow individuals and teams to claim "not my job" easily or to shift blame to others? Is the ground beneath our feet composed of excuses and designed to cover our own backs? If we want to defeat product redshift, we need to identify those things that are holding us back and promptly demolish them. When it comes to KPIs, we're looking for major improvement at the end of the pipeline, where costs and negative effects of the previous KPIs are fully considered
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