Often, organizations we work with are focused on output. It’s easy to understand and measure, and government leaders often use it as a metric to determine if a legal or regulatory requirement has been met. There is value in ensuring teams meet their contractual obligations, but an output-focused culture can create perverse incentives that can harm the outcomes products enable for users.

Output and productivity metrics became standard measures of success during the industrial revolution, which was all about the creation of goods like textiles and I-beams. It also created an imperative to keep the machines running, as that translated into more goods produced.

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