Develop a business case for reining in approvals
First there was DBT, or Death by Tweakage: When a brochure or newsletter “fails due to unnecessary tinkering or too many last-minute revisions.” (BuzzWhack.com)
Then came nanomanagers: “Bosses who have taken micromanaging to a whole new level of nitpicking.” (BuzzWhack.com)
Enter niggling: That’s Procter & Gamble’s verb for editing a memo. Memos can go through a dozen or more “niggles” on their way up the corporate hierarchy at P&G. (The Wall Street Journal)
How much does DBT cost your company?
So here’s the question: How much is all this tweakage costing your company? (The answer to that question is also the answer to reducing niggling, nitpicking and nanomanaging.)
One of my clients ran the numbers and found that her organization spends north of a million bucks a year on do-overs.
Now find out how much it costs your organization. All you have to do to find an answer is to run the numbers:
- Choose a sampling of communication projects at random.
- Have project managers track the number of hours spent reworking the copy or design on each project.
- Multiply those hours by companywide hourly wages, including benefits.
- Come up with an average rework cost per project.
- Multiply that by the number of projects your group completes each year.
The result: a reasonable estimate of how much your organization spends — in creative time only — on niggling.
Once you have that number, you’ll have a compelling business case for reining in the approval process.