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I would argue, however, that everything can be measurable in some way — just not quantitatively. Quantitative measurement flattens the object of measurement down to simplistic dimensions. EPS measures profitability — but in a simplistic way. NPS measures customer satisfaction — but in a simplistic way. The business world has accepted this imperative for simplistic evaluation because of its obsession with measurement. But it produces a very low-resolution understanding of the thing in question.
Measuring, Managing & Mattering
Roger Martin
The purpose of data is *knowledge*. We shall define knowledge as “theories or models that allow you to predict the outcomes of your business actions.”
Becoming Data Driven, From First Principles
Commoncog
*Staff Engineer* introduces an approach I call [Take five, then synthesize](https://lethain.us20.list-manage.com/track/click?u=f7003ed301623a88fab7cf783&id=1e5e9d0544&e=a102c6f471), which does strategy by:
1. Documenting how five current and historical related decisions have been made in your organization. This is an extended exploration phase
2. Synthesizing those five documents into a diagnosis and policy. You are naming the implicit strategy, so it’s impossible for someone to reasonably argue you’re not empowered to do strategy: you’re just describing what’s already happening
Who Gets to Do Strategy? @ Irrational Exuberance
Will Larson
...catch up on these, and many more highlights
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