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what gets measured gets done

the approach of “what gets measured gets done” is insufficient for the birth of new transformative ideas. Nonfinancial measures are needed in the early phases to understand the possible birth of transformative ideas yet to be seen. The blindness that measurement causes can be as bad as its transparency. corporations separate this reality from the false sanctity of predictive analytics, discounting any gut feel or instinct provided by those who have experience and the capability to see through the walls of the future. If ROI questions emerge too early, provide your plan with alternative scenarios, and if stakeholders want a billion-dollar idea, then refuse it. Remind them that if you assess an idea to be that big, it is already too late because others have the data just like you. If you are looking at incremental innovations, then ROI fits. speaking the language of measurement is key, but if you believe that language is the only language, you stop being effective. Transformative innovation uses a careful equation of financial and nonfinancial measures

measuring progress towards a goal can help motivate people

when people are held accountable for their performance and progress is tracked, they are more likely to work harder and achieve better results

measuring progress can sometimes have unintended consequences, such as encouraging people to focus on the wrong things or to engage in unethical behavior to meet targets

focusing too much on measurement can lead to a narrow focus on short-term results at the expense of long-term success

the effectiveness of measuring progress towards a goal depends on the specific context and the goals being pursued