What Should Be Measured and Why
Measure what drives outcomes, not what's easy to measure. Focus on outcomes over activities, and use leading indicators to predict future results.
What was corrected
Article presented a widely circulated but unsourced product-management parable as if it were documented fact about Google's actual measurement history.
Rewrote the passage to present the scenario as an illustrative example of the underlying principle rather than a specific claim about Google's documented history.
Why this is better
This is a milder issue than outright fabrication - a real company name was attached to a plausible-sounding but untraceable teaching anecdote. The rest of the article (Hubbard, Kaplan and Norton, Deming, Grove/Intel OKRs, Enron, NHS) verified as accurate, consistent with the companion article designing-useful-measurement-systems.
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