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  Our lofty vision is to help people to change their worlds by seeing measurement differently.  

Measureology | See More. Guess Less.

By making information visible, Measureology helps people to reduce uncertainty about strategy & improvement decisions.

In most organisations this might be called Management Information, or MI for short. In fact ‘Making MI Better’ is one of our mantras.

Using information as evidence for making decisions is what gives measurement its value. But this is only half the story. At the other end of the see-saw are the beliefs we hold which can enrich or derail those decisions.

Making MI Better

We help leadership teams to design better Management Information; more visible for seeing performance and more valuable for making decisions.

But we do ‘MI’ a little differently at Measureology:

  • We use workshops to literally draw a map of your causal beliefs and apply analytic techniques to find the most potent strategic drivers.
  • We focus on the clarity of language because most management-speak can’t be measured.
  • We help teams to design their own performance measures with more powerful buy-in than so-called ‘best practice’ KPIs and targets.
  • We design simple, consistent visual reports which show important signals & actions without the distraction of flashy visualisation.
  • What we DON’T focus on are Business Intelligence tools, data technologies, ‘R’ programming etc. etc. Frankly, these just get in the way of deeper Management thinking…

The Measurement Challenge

Creating an organisation which can learn from measurement is an uphill struggle against the evolutionary power of human beliefs, behaviours and a fear of failing. This is why approaching measurement from the wrong starting point – especially one of compliance and judgement – is misguided.

The insights of behavioural economics caution us that our intuitions can lead us into irrational decision-making. Measurement is how we reduce uncertainty to tame these faulty intuitions. But not all measurement has value, bad measurement spawns dysfunction and too much measurement is waste.

Experts may tell you to measure but don’t help with the “why?” or the “how?”. Words are used daily in organisations to describe strategies and objectives which are devoid of clarity and meaning. Decisions with high uncertainty are made with intuitive judgement and lack linkage to strategic goals. KPIs and targets are imposed without robust intent or the buy-in of those affected by them. Fancy visualisations mask true signals and meaning in data and hamper decision-making.

Why would this be? It can be as simple as habit. The ‘day job’ can get in the way of finding better ways to do things. We are also over-confident in our own judgement yet unable (or unwilling) to observe its long term effects. Organisational culture inhibits the causal feedback essential for intrinsic motivation, learning and mastery. These things conspire against us but can be overcome, perhaps suprisingly, by first asking better questions and then thinking more deliberately about the answers.

We get most excited about uncovering deep insights with causal systems thinking and applying this to continuous improvement and rational decision-making. In short, we want to help you to create a learning organisation which, by knowing more through measurement, is equipped to make better decisions and improve towards its goals.

On Big Shoulders

We’re inspired by others to see things differently, especially through the lens of Causal Systems Thinking and Mental Models. Before starting the Measureology journey we made mistakes. We were carried away by important-sounding language, seduced by ‘best practice’ KPIs and glitzy dashboards and took ill-informed decisions. We’re especially grateful to Doug Hubbard, Stacey Barr, Peter Senge and Stephen Few who helped us to take the first steps towards seeing more and guessing less.

Throughout my athletics career, the overall goal was always to be a better athlete than I was at that moment— whether next week, next month or next year. The improvement was the goal. The medal was simply the ultimate reward for achieving that goal.

Sebastian Coe

Biography

RT300x300Rich Torr spent the first 20 years of his working life measuring the performance of technology and building consultancy and outsourcing businesses.

In around 2010 his focus shifted to the use of performance measurement for strategic improvement, dabbling in the Balanced Scorecard, ‘big’ data science and visualisation.

He now helps organisations use causal systems thinking to measure messy situations and translate human beliefs into visible evidence and decisions.

As well as working with early-stage businesses and corporate departments, he also carries out pro-bono assignments.

 

PuMP Blueprint Certification
Balanced Scorecard Professional
Certified KPI Professional
Operational Research Society Member