Recurrent and non-recurrent activities in an industry can be seen as "projects". Whether we seek to improve the speed at which we manufacture products, install new equipment, organize shipments or file quarterly closing, we need the coordinated efforts of many different competencies. Deploying these competencies in a logical sequence is relatively easy. However, breaking assumptions about the way performances should be controlled and measured seems to be a true cognitive ordeal. The measurement of performances seems to be inextricably connected with a local, i.e. functional indicator while we all know that what matters is the global bottom line of the company. How do we come out of this seemingly irreconcilable conflict? We do it by asking ourselves what company functions are for, and uncovering the obvious truth that functions should house competencies, not power.