r job. We want it to be the one place where all key performance indicators for all the customer touchpoint organizational units are created, assigned, and communicated. Measuring How Well Units Do Their Jobs Chances are that we cannot get the various business units to cooperate and forego what makes accomplishing their objectives easy, unless we force them. We can, of course, trust that everyone will work in the best interest of the customers and the organization, but that is not likely to work. Alternatively, we can ask that the business units alert us if other units are undermining their efforts (also known as the tattletales management approach). This does not address the problems of uncoordinated customer management except in the most obvious cases. We could also appoint a customer relationship management policing organization that would monitor cooperation and report identified problems to upper management. This too is guaranteed to fail. The problem with all of these approaches is basically the same. You cannot get business units to cooperate if their key performance indicators are in conflict. You cannot get business units to cooperate if their key performance indicators are in conflict. Figure 10-7 To really change the built-in contention and insensitivity to customers as individuals, you will have to change the KPIs. For this, Chapter 10 you need a very powerful single source of accurate, high-integrity, incontestable information. The KPI Challenge The KPIs that are used to measure the effectiveness of advertising, sales, customer service, marketing, and other touchpoint organiza- tions have to be recalibrated SO that they are synchronized. That is not an easy task because we have to change how the KPIs are man- aged. These changes will take two fronts. Universal Segmentation to Measure Unit Performance To make business units more sensitive to customers as individuals and to respond appropriately we must first eliminate the gross- numbers-form of KPI measurement and instead switch to a universal segmenta