As always, you get exactly what you are measuring.
I've experienced sales people who oversold more or less everything. They weren't measured on whether or not what they sold could be delivered.
Instead, product teams had to run around as if they were on fire, because suddenly the CEO got involved and made it a "company wide priority".
I hate KPI's / commission structures, and I have never seen it working. Not where the work required more than half a brain cell.
I guess my great hatred for KPI's is that they are often vanity metrics. What you want to measure is net contribution to the bottom line, and that is near well impossible. So we end up measuring what we can, and Goodheart's law [0] being what it is, get absolutely no value out of it
I've experienced sales people who oversold more or less everything. They weren't measured on whether or not what they sold could be delivered.
Instead, product teams had to run around as if they were on fire, because suddenly the CEO got involved and made it a "company wide priority".
I hate KPI's / commission structures, and I have never seen it working. Not where the work required more than half a brain cell.
I guess my great hatred for KPI's is that they are often vanity metrics. What you want to measure is net contribution to the bottom line, and that is near well impossible. So we end up measuring what we can, and Goodheart's law [0] being what it is, get absolutely no value out of it
[0] - https://en.wikipedia.org/wiki/Goodhart%27s_law
Bonus info: I've had work, where I did not have KPI's, but where I could destroy the KPI's for other teams, and sometimes involuntarily did.