ROI is often asked for by management to justify investments in technology or other investments.  Dead trees and time to present such mandatory reviews waste more resources then the alleged returns that organizations actually get . . . this means more hot air and manure than actual benefit.

Beautiful presentation . . . but most of these “dog and pony” shows have so little knowledge contained within them.  The only ROI really gained is to the vendor and not the customer of such efforts.

ROI comes from doing things that customers value.  This requires experimentation with method to deliver service, some of this requires technology – no doubt.  However, there is opportunity just in the design of the work and too many times technology gets in the way.

Instead massive plans and PowerPoints are put together to PROVE that ROI can be achieved.  Proof without evidence is the result.  Rarely, is a knowledge present or an experiment done that actually shows the change of method leads to ROI.

Baffle them with BS, rather than dazzle them with brilliance.

Embracing work and those that do the work that customers value just isn’t cool . . . but it is profitable.  In fact, it is extremely profitable.  The problem is that this thinking represents a management paradox to our current mindset about business improvement.  In the end it is a much better to ROI.

Tripp Babbitt is a speaker, blogger and consultant to service industry (private and public).  His organization helps executives find a better way to make the work work.  Read his articles at Quality Digest and his column for  Download free from “Understanding Your Organization as a System” and gain knowledge of systems thinking or contact us about our intervention services at [email protected].  Reach him on Twitter at LinkedIn at