Don’t improve only what can be measured
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Don’t improve only what can be measured

Those who believe that what you cannot quantify does not exist also believe that what you can quantify, does. - Aaron Haspel

Too often, people get lost in that they can measure something, which means they need to do it and then start to improve it as a logical follow-up.

Should you?

No, you should not. As with many things, the fact that you can do something doesn’t mean you have to do it. Of course, everything could be better, but should it? Does it make a fundamental difference from the current state? Or is this just an ego or perfectionism drive that wants to make everything as perfect as possible?

Moreover, some things cannot be easily measured yet still matter. For instance, how do you measure the quality of a conversation, the impact of an experience on someone’s life, or the value of a human connection?

Keep a wide view

Focusing solely on measurable factors can also lead to a narrow and incomplete view of reality. It can overlook intangible factors that may be critical to understanding a situation fully.

Instead of continuously improving what can be measured, we should consider what cannot be measured but still matters. This includes subjective experiences, emotions, values, and relationships.

Improving what can be measured is essential, but it should not come at the cost of neglecting life’s intangible and immeasurable aspects. We must embrace both the quantitative and qualitative sides to understand and appreciate the world around us comprehensively.

By striking a balance between what can be measured and what cannot, we can achieve a more meaningful approach to improvement.

Egon Rappé

Voice of Value | VP Onboarding & Operations @ ecosio, a VERTEX company | Certified SAFe? 6 Agilist, POPM, LPM | MBA @ Globis

1 年

Great points Rick Mans! I am reminded of a Drucker institute article I stumbled upon whilst researching the exact quote behind Peter Drucker's “If you can’t measure it, you can’t manage it". Spoiler alert: turns out Drucker never actually said it - and quite possibly saw things exactly as nuanced as yourself. Link to the article for those willing to take a quick deep dive: https://www.drucker.institute/thedx/measurement-myopia/

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Joakim Lindbom

Vice President at Capgemini

1 年

"You get what you measure" "You become what you measure" And organisations typically measure what's easy to measure rather than what's important. Having some kind of balanced score card, where also things not easily measure gets noticed and highlighted is super important to not create a "mechanical" culture.

And if we’re measuring the WRONG thing, that leads down a potentially dangerous rabbit hole ?? And you’re absolutely right about the dangers of deprioritising the important things that we can’t (yet) measures

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