Accountability is in the objectives in the age of Armstrong. By Rick Burton. Ask almost anyone in business about the concept of return-on-investment and most will grasp we are talking about a financial position where the firm or entity in question made more money on a project than they invested. That is, their actions led to a positive return and the effort, expressed as profitability or margin, was successful. This outlook always seems to suggest we can hold someone accountable. But is that true when the return appears to be such a difficult outcome to measure? Instead, maybe modern business accountability should be framed by the return-on-objectives.
I first heard about return-on-objectives from sponsorship pioneer and Sponsorium CEO Paul Pednault, who believes many sponsorships are purchased for the wrong reasons. Paul says that return-on-investment evaluations are conducted to prove sponsorships were financially successful and are often skewed to suit “corporate politics.” To that end, he believes it is much more logical to measure the accountability of a sponsorship or investment by means of measuring the return-on-objectives … read >>