The urge to improve is innate in most companies, where better service, stronger performance, and faster operations are inextricably tied to earnings, bonuses, and shareholder returns.
The impetus is so strong, in fact, that the practice of setting stretch targets for a company’s performance has become emblematic for the grit and aggressiveness expected of a modern executive.
While managers take pride in seeking to achieve the unthinkable, there are limits to how far they can push as the wrong metrics can sap motivation and undermine performance.
More on this very good article from McKinsey can be found HERE.
