Logical measurement is a systematic process by which an organisation continuously and consistently tracks and applies important project and operations data for the purpose of optimizing its ability to efficiently and effectively advance its desired targets. But should organizations inform parties involved about their measuring activities well in advance? The answer is definitely yes.
We homo sapiens have a built-in desire to please others. Achieving goals produces pleasure and thus also creates value for the people who do the work. This can also be called the psychological impact of measurement or self-fulfilling goals.
Most people are performers and strive to demonstrate their skills and value in their work. By informing well in advance about the measuring of certain areas, the people involved in projects consciously and subconsciously try to achieve the best possible results. Thus, pre-informed measurement activities contribute to the achievement of measurable objectives.
This has been shown to be a workable approach, also in the event industry. This has proven to be efficient: no matter whether there are internal or external actors involved, humans mainly operate systematically. Therefore, it makes sense to make the transparency and implementation of measurable actions visible. And adopt this as a systematic functionalities to the events.
Let’s take an example. In a brief, the client informs the event agency that one of their goals is to reduce the no-show percentage of their annual event from 30% to 15%. The reasons for the previous relatively high no-show percentages are reviewed and a clear goal is set. In its plan and implementation, the agency invests confidently in targeted communication and engagement activities, and it reserve sufficient resources for this. Thanks to this activity, the no-show rate will almost certainly drop.
For future performances, it is vital that the results achieved are analysed and shared with all the parties involved. Doing this provides an opportunity to track best practices and areas for improvement, even in cases where the results are not overwhelming. This sweet and weak spots identification, creates an opportunity for learning.
Rewarding the achievement of the goals, and especially exceeding them, also contributes to the positive realisation of business goals. After all, it is a question of setting goals for selected performance, choosing a suitable indicator and defining a performance-based incentive. However, incentives are still rarely used today, especially when using outsourced services. Perhaps we will also see this method becoming more widespread to exceed expectations and goals – and to achieve top results in events.
The importance of intellectual capital (IC) for the success of companies and other organizations is nowa-days widely acknowledged – both in academic