Meter Running
Every unfixed problem is a taxi meter ticking in dollars or citizen hours.
The job
Shows leaders what each open customer problem costs while it stays unfixed. They stop the meter by funding a fix that is verified, and see who owned the problem while the costs ran.
The moment
Each open customer problem runs like a taxi meter, adding up what it costs while it stays unfixed. The CFO watches the meter for "card declined at checkout" pass $1.2 million.
The CFO taps Stop to fund a fix. Eleven days later, once the fix is verified, the meter freezes and prints a receipt.
The total is $1.38 million, somewhere between $1.1 million and $1.6 million. Of that, $1.02 million built up during the 41 days nobody owned the problem.
The room sees what the silence cost, and who was responsible while the meter ran.
What it does
- Stop the meter (approve a fix, name the owner)
- Transfer custody
- Sign assumptions
- Print receipt or quarter statement
- Open verbatims
What you see
Taxi meters with a printed fare receipt split by who held the meter
What it moves
The cost of delay for each open problem in dollars or citizen hours, days from the first warning sign to a verified fix, and the cost of delay avoided each quarter.
Built for
- Finance
- Executives & leadership
- Operations
