The McNamara fallacy: Measurement is not understanding • Hacker News Board

Re: The McNamara fallacy: Measurement is not understanding

#221

Post by jscode » Thu, Feb 03, 2022, 3:51 PM UTC

sirspacey wrote: post #220

jscode wrote: post #23

Quick story: I was the CFO for a company that sold to a private equity group (PEG). I took over as the CEO as the founders retired, leaving me to deal with the PEG. It quickly became apparent that the PEG managers looked at everything through the lens of an Excel spreadsheet. These guys were brilliant attorneys and analysts but lacked experience building businesses and managing teams. Ultimately, they couldn’t add mu…

I just completed running a transformation of a F500 company and these were the players who shut it down. We were on the cusp of turning the corner and the consequences of their approach are staggering in terms of people, revenue, and client relationships. I’m looking to discover how I might more effectively engage them in the future. Any advice?

This is ultimately a cultural challenge, not an analytical challenge. You don't win cultural battles with intellectual debate, rigorous analysis, or facts. You win cultural battles with politics and power. That means finding a way to get "the wrong people" off the bus and "the right people" on the bus.

Re: The McNamara fallacy: Measurement is not understanding

#222

Post by diob » Fri, Feb 04, 2022, 8:13 PM UTC

EForEndeavour wrote: post #170

diob wrote: post #112

Earlier quoted context omitted.

Your story is the story of most companies. I watched "my" company get sold to private equity, and leading up to our "soon" sale they have been slashing the one thing they can, employee benefits (it's been a quick 3 year decline). I've watched more than half our team leave, much to the chagrin of befuddled execs. "Why are they leaving?" "Well, we used to have meaningful raises, bonuses, profit sharing, etc. but you ha…

Are you still at this company? What keeps you there?

Before we were acquired I managed to get an offer from another company to leave at one point.

I knew the founders well, and they knew I was critical to success, so they made me quite the offer to stay. For where I'm at, my salary is far above CoL, so I don't have an incentive to leave yet. That and I got some shares that will vest when the company sells this year.

But if I hadn't gotten that bump before acquisition, I'd likely be gone. It's impossible to get a raise now. On the plus side, I now work like it's impossible to get a raise, if you catch my drift.

Once it sells, I'll move on to something I love again. Planning to do consulting with some friends who started a co-op.

Re: The McNamara fallacy: Measurement is not understanding

#223

Post by sirspacey » Sun, Feb 06, 2022, 3:34 AM UTC

jscode wrote: post #221

sirspacey wrote: post #220

Earlier quoted context omitted.

I just completed running a transformation of a F500 company and these were the players who shut it down. We were on the cusp of turning the corner and the consequences of their approach are staggering in terms of people, revenue, and client relationships. I’m looking to discover how I might more effectively engage them in the future. Any advice?

This is ultimately a cultural challenge, not an analytical challenge. You don't win cultural battles with intellectual debate, rigorous analysis, or facts. You win cultural battles with politics and power. That means finding a way to get "the wrong people" off the bus and "the right people" on the bus.

Never framed it that way before. Definitely maps. Thank you.