When it comes to assessing performance, business executives can be a lot like old-time baseball scouts. They’ve been around so long that they’ve developed a gut feel for which statistics matter most. But as Michael Lewis describes in Moneyball, the Oakland Athletics discovered that the metric the team’s scouts used to choose players had nothing to do with whether those players would score runs. They had been measuring the wrong thing, and executives may be making the same mistake.
Four Steps to Measuring What Matters
Your performance metrics are probably calculating the wrong things.
October 09, 2012
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Strategy Planning and Execution Course
Accelerate your career with Harvard ManageMentor®. HBR Learning’s online leadership training helps you hone your skills with courses like Strategy Planning and Execution. Earn badges to share on LinkedIn and your resume. Access more than 40 courses trusted by Fortune 500 companies.
How to develop a winning strategy—and put it to work.