A friend of mine tells the story of her serving on a budget committee many years ago. In the midst of making tough decisions about where to make cuts, the committee was provided with spreadsheets showing each office and how much money was assigned to each, plus a metric of return on investment. The idea was that the offices with high ROIs and low money would surely survive any cuts, but if you had the opposite – a ton of spending and not much to show for it – you were in trouble.
The irony of this process ...
