So you have developed a project which enhances PR, improves the amount of feedback you gain into the new product development process, helps with lead generation and which perhaps impacts a few other business areas. Yet your customer or your manager insists that you measure ROI on the project as a standalone project – not including how it positively impacts other business areas for which you are not responsible for.
What do you do?
- Modify your project so that it can be measured as a standalone project – perhaps at the expense of positively impacting other business areas
- Wait until they shut down your project
Obviously, none of those options are beneficial to the company as a whole, yet considering that it is unlikely that you can change the manager or the customer, those seem like the only options. One way or the other your project will end up being crippled at the ROI altar…
Measuring ROI can hurt companies if not done properly – badly!