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It’s an emotional thing, performance reporting and dashboarding.

Executives give up the precious little time they have for their families to instead paw through piles of strategic reports often more than an inch thick (or several drilldowns deep). Or they leave the pile of reports on their desk, or give their performance dashboard a quick glance, but then make decisions from their guts instead.

Managers earnestly trawl through operational reports (particularly looking for the measures that give their performance contracts teeth) to check if anything needs a bit of positive light thrown on it.

Supervisors and teams cynically scoff about the volumes of time and effort they waste reporting tables of statistics that track their daily activities to audiences they never see or hear from. They barely have enough time for their “real work”.

What makes performance reporting such an ordeal?