I once worked on a project where the goal was to improve the reliability of MS Teams. The skip level manager was not happy when we said we cannot estimate what the revenue gain would be because it can't be measured.
replyThis risks getting into the Fisherian/Bayesian stats wars again, but it would be possible to project a revenue gain, even in advance of making the change. You'd do this in terms of improved customer retention, lower cost of future customer acquisition, increased price a Teams license could sustain based on a rep for higher reliability, etc.
replyObviously it's not a change that you'd be able to pin a specific human decision-maker (who was marginal on Teams) down as to this change being the difference between a sale or not, but nor is the change in revenue going to be a random number uniformly distributed in (-∞,∞).
If the change was revenue-neutral, the skip level would probably have been justified in seeing if the teams working that project could have found something to do customers actually care about instead.
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replyAny manager who doesn't push back when given a perverse incentive should be fired. They are not leaders, they are followers... And not even very good followers.
replyYet they're the ones who get promoted because their KPIs are the best.
replyFired by whom? Where do you think these perverse incentives are coming from?
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