Measurement, metrics, and accountability are everything. Except when they aren’t.
Yes, I contradict myself. No, I don’t mind. Contradiction and paradox are reality in business as in life. As soon as you develop a general rule, you find exceptions.
And I have posted here both the magic of metrics, and do we undervalue marketing we can’t measure. Like the old folk song says, both sides now.
So with that in the background I read with relish Management by Imagination on the Harvard Business Review’s The Conversation blog. Here’s the lead:
The perception that good management is closely linked to good measurement runs deep. How often do you hear these old saws repeated: “If you can’t measure it, it doesn’t count”; “If you can’t measure it, you can’t manage it”; “If you can’t measure it, it won’t happen”? We like these sayings because they’re comforting. The act of measurement provides security; if we know enough about something to measure it we almost certainly have some control over it.
But however comforting it can be to stick with what we can measure, we run the risk of expunging something really important. What’s more, we won’t see what we’re missing because we don’t know what it is that we don’t know. By sticking simply to what we can measure, we come to imagine a small and constrained world in which we are prisoners of a “reality” that is in fact an edifice we’ve unknowingly constructed around ourselves.
The Harvard post goes on to question the more extreme exercises of metrics:
if you stick to measuring what you can already measure, you cannot create a future that is different than the past.
On the other hand, there’s no denying that the underlying mathematics of computing, as applied on the Web, are total luxury of measurement in today’s business world, especially when compared to what we all did as recently as the 1980s and early 1990s. Back then we’d spend the marketing money on ads and direct mail and such, and then hope for the best, waiting weeks and months to get at best a distorted view of results. Now we get clicks and conversions and return on investment almost instantly.
When I worked as a wire service journalist in the 1970s, the turn of a headline made a huge difference. So we crossed our fingers and hoped it would work. We’d find out the next day. Today the industry leaders like the Huffington Post test headlines, and adjust them, in real time.
Conclusion: I love the truth of case by case judgment of so much of real business. Know the rules, follow them when it makes sense, and break them when it makes sense. Paradox and contradiction are the spice of life. And good business.
Or, if you prefer, take this, straight from the Harvard blog, as a conclusion:
We need to get away from all those old sayings about measurement and management, and in that spirit I’d like to propose a new wisdom: “If you can’t imagine it, you will never create it.” The future is about imagination, not measurement. To imagine a future, one has to look beyond the measurable variables, beyond what can be proven with past data.
(Image credit: Vlue/Shutterstock)
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