#HRTip : Silent Killer of Fortune 500 CompaniesTranscript:Let's talk about the silent killer to fortune 500 companies. But before that, I welcome you all who HR Tip episode. In HR Tip, we share insights that we have captured by working with HR leaders, future of work practitioners, authors. And we are sharing those insights and bringing it right to you, so we can create a more open dialogue and conversations around how the future of work is evolving and, and what an HR should do to ensure that their organizations are always relevant and at the center of this evolution.So, thank you so much for checking us out. If you find the content useful, I do appreciate if you subscribe and let your colleagues, colleagues know. And I do appreciate the comments so we can add it to the conversation and make it broader for all of us to converse and act on.So today, it's a very interesting topic, right? So, something that is killing fortune 500 companies? What is that? A short answer is KPI. Before you run away, I want you to stop, listen to what I'm trying to say. So, I had this interesting conversation with one of the Chief People Officer of a mid-size, mid to large size service cap company and it was a very interesting conversation.So, it was centered around how they're struggling to get to the KPI. And, I was telling the gentleman about the story about a company called blackberry. And I met one of the product heads. And he said “Vishal we are meeting all of our KPI’s. We are hitting our numbers, right. Then why the company failed?” Right? And we all know the market changed the whole thing, right?We know about blackberry, we know about Circuit T, we know about blockbuster. All of them have the same story. They were trying to do the same thing. Their KPIs were hitting numbers. Some of the KPI's are failing, but most of them are hitting their numbers then why they failed? So, one of the very critical things that this insight brought up is, and which needs its own attention, or its own conversation was that maybe KPI needs to be revisited.So, if you look at, if you look at the history of, from where the KPI has emerged during the past when Frederick Winston Taylor or Henry Ford, we're redefining how we conduct business, redefining the modern management theories. There was a huge outcry on improving productivity. So there was a huge crowd cry on understanding the process, creating these process maps.And then at some point, this idea of understanding the objectives and managing those objectives and then defining key designers to make sure that we are hitting those objectives was pulled into more tactical areas in which we just started focusing on activity rather than the objective that is generating that activity.And that has sparked an enormous confusion. So, what happened? And why are you seeing so much mention of KPIs, even in fortune 500 companies? It's no surprise. So, if you look at the evolution of a company; You are a start-up. in start-up, you're figuring your thing out, you're just trying to figure out the product market fit is going through.And then you grow into a midsize. So, product market fit is fine. Now you're trying to figure out the scale. Now you're trying to figure it out; how much you spend and how much you get back and that math still holds. And that math holds a large-cap company and at that point, you're don’t have to keep expanding that equation. You have to diversify.More at: tao.ai/hrtip-silent-killer-o…ortune-500-companies/
