The 80% Solution

Let’s assume that we maintain a level of 80% quality in most of what we do. 

Let’s apply this to our results chain:

• First, our analysis identifies about 80% of the main causes of a problem;

• Based on the analysis, 80% of the UNDAF and Country Programme look strategic;

• We convince 80% of the essential government counterparts to follow this strategy;

• We deliver technical advice that is about 80% right;

• 80% of our annual action plans support measurable results and are prepared on time; 

• We write proposals for 80% of the planned action;

• And we even get 80% of those proposals funded;

• We manage to spend 80% of the funds we have;

• About 80% of this expenditure is showing good returns;

• And our reports manage to pick up about 80% of all this progress.

You think we are an 80% organisation? Let’s do the math:

    (80%)¹⁰ = 11%

Little wonder that it is tough to report on results. When everybody applies the 80% solution, we become an 11% organisation. 

Even if you don’t agree to the details of this argument or with the math - these days anything seems to be refutable – one thing is clear: 

80% is not a good value for the quality of a piece of work^[1].

^[1] This is not a mathematical trick. If all units work at 95% of their expected quality, we would achieve 60% corporate productivity under this scenario. If the quality of most work is about half-half, the final output is one-tenth of one percent (0.1%) of what it could be.

(24 October 2003)

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