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The Khorus Blog

Taming Dashboard Dysfunction and Data Overload for CEOs

Marina Martinez

Posted by Marina Martinez
December 18, 2013

These days, it is popular to talk about Big Data, Metrics, BI (Business Intelligence), Performance Dashboards and the like. But what do they really mean in the context of a CEO managing a company and consistently delivering high performance? Is more data really the answer of a successful company? Is there a law of diminishing returns to decision making when you add more data? So at what point does the addition of more data not really add insight or have a positive impact to your bottom line?

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The Difference between a Supervisor, the CEO Role, and the Board

Joel Trammell

Posted by Joel Trammell
December 12, 2013

I like to write about the unique aspects of the CEO role because many people don’t think about how the role is fundamentally different from other management roles. While developing Khorus I have had conversations with all kinds of people about the business. I find when I talk to CEOs that they immediately identify with the problems we are trying to address however when I talk to people who are not intimately familiar with the CEO role I need a different explanation.

The other day, I happened to be visiting with a young developer we want to bring on to the team. It caused me to think about how to explain why the CEO role is different to someone who has never worked directly with a CEO. From the perspective of a young worker at a large company the CEO is just the last in the line of bosses that are older and more experienced than they are. They assume that as you move up the ranks each boss is generally older, wiser and more experienced than the person at the previous level. Their direct boss has likely performed their job or a very similar job and can knowledgably answer their questions. Their bosses boss is likely even older and more experienced.

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The Balanced Scorecard: A fruit salad approach to management

Marina Martinez

Posted by Marina Martinez
December 5, 2013

The Balanced Scorecard: A fruit salad approach to management

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Rethinking Management Systems: Lessons from MBOs

Marina Martinez

Posted by Marina Martinez
November 21, 2013

Today, I want to discuss a popular management system and understand the gaps in its application to the Internet economy. MBOs, or Management by Objectives, is a management system conceptualized by Peter Drucker and first put into practice by Harold Smiddy, a long-time vice president of the General Electric Company in the 50s.

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Why Project Management Metrics Fail

Joel Trammell

Posted by Joel Trammell
November 7, 2013

Why relying on “percent complete” doesn't cut it

“Percent complete” is a popular and widely used project management metric, specifically in technology companies. However, “percent complete” in a “knowledge work” environment doesn't give you the real picture of progress within a project. We’ll explore why, but first, let’s define “percent complete”. “Percent complete” is the actual work completed/total work. For example, if a certain project is estimated to take a total of 100 hours, and so far you have completed 30 hours of the 100 hours, you could say you are 30% complete.

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