Increasing email lists or Customer Request Numbers don't Always Paint a Truthful Picture.

No matter how an employee performs, at some point numbers may be exclusively used to determine their "value" and how well they "perform". But what if the numbers lie? What if entire sectors of a company have figured out how to amp up their results without getting caught and continue down this path because it is the only way to keep their job?

I am in the midst of a shocking discovery regarding a major corporation and satellite company fraud they refuse to investigate. The very well known company has an affiliate in India that is falsely coding customer requests. I am assuming this being done to show that as calls come in, the satellite company can show an excellent response rate by making sure they always code the customer calling in as wanting some type of information.

If the customer is actually asking to be taken off of a list,  an employee or satellite company can falsely code that  the customer wanted information. This creates the falsehood of an increasing customer response rate. Falsifying customer request records also causes the parent company to then pay for the resources necessary to fulfill the false requests being made by the satellite company on behalf of the customer. In this instance the further irony is the parent company has created a closed feedback loop system in which any complaints about the satellite company are automatically forwarded back to the same satellite company that is committing the original false requests! Wow! 

It may take years to discover a sector of a company is amping up their results. I recall early on in my working career I was at a very famous company that was going to merge with two other successful companies. The problem was each company had debt that they had hidden from each other while they all were comparing their bottom lines.

Each company thought they were being saved by the other two companies that had actually hidden an equivalent amount of debt. The three companies basically became three times as indebted once the merger was completed, and was out of business less than a year later.

Fast forward and one thing I notice on LinkedIn is a growing community of number crunchers who justify their value by the increased numbers of leads or email lists they are generating. Who can blame them, that is the method the company uses to justify their worth. 

I wonder if shrinking a data base of leads to the best and most qualified connections might prove more valuable than increasing a data base list among people who simply clicked to belong, irrespective as to how committed they actually are to becoming a future paying customer.

Amidst the potentially dodgy statistical dust that potentially can loom among all corporations, never forget that sometimes people outside of the company who value your actual product or service you provide may be your best bell weather as to what is right about your company. 

If one of those outside the company supportive entities believes they may have a way to accelerate value for your brand or product you make, do you have an intake system that might allow for some type of alliance with them? 

If an outside value accelerator can benefit your company by a much grander scale they themselves will personally benefit, it may make sense to have some type of intake mechanism. If you don't have an intake mechanism in place for Product an Brand Value Zccelerators, maybe its time to reconsider.

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