Creating Effective Measurement Systems for Better Insights
Design measurement systems that focus on outcomes rather than activities for enhanced organizational effectiveness.
Contributions
Every accepted correction to this page is recorded with the exact change, so readers can see how the page improved over time.
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Corrected an unverified statistic attached to Douglas Hubbard's real measurement-economics research: the article claimed Hubbard's research found organizations can eliminate '60 to 80 percent' of tracked metrics, a specific figure that could not be verified against his book How to Measure Anything or its secondary literature. His real, well-documented finding (the 'measurement inversion') is that most tracked variables have information value near zero and only a handful per decision model justify deliberate measurement.
What the page claimedArticle cited a specific percentage range as if it were Hubbard's own published research finding, when no such figure appears in his work.
What was correctedReplaced the unverified percentage with an accurate description of Hubbard's real measurement inversion concept.
Why: A real author's general, well-supported argument was given an unverified precise statistic to sound more authoritative - Deming's 85/15 process-variation ratio, Kaplan and Norton's Balanced Scorecard research, Campbell's Law dating, and the Google OKR 60-70 percent figure in the same article all verified as accurate.
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