Last week of quarter is panic closing gaps. First week of new quarter is analysing what happened. Second week is assembling board presentation. Third week is defending performance in board meeting. Fourth week is executing plans approved in board meeting. By week eight you are analysing what happened again.
You spend half your time reporting on performance and half your time trying to improve it. Not because reporting is unimportant. Because reporting consumes time that could fix problems reporting reveals.
You know what is broken. You spend weeks creating presentations about it instead of fixing it. The reporting treadmill guarantees performance stays flat whilst reporting about it becomes increasingly sophisticated.
If you spend three weeks quarterly assembling reports and one week executing improvements, your time allocation guarantees the outcomes you are trying to change.
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