Quality Metrics Quotes

What's measured improves

We think, mistakenly, that success is the result of the amount of time we put in at work, instead of the quality of time we put in.

Just like any team, a board needs to evaluate its effectiveness regularly. This self-assessment allows for continuous improvement. Key metrics to consider include the quality of board discussions, the effectiveness of committee structures, and the board's ability to hold management accountable.

There can be no space nor any part of space without gravitational potentials; for these confer upon space its metrical qualities, without which it cannot be imagined at all. The existence of the gravitational field is inseparably bound up with the existence of space.

sleep deprivation reduces our emotional intelligence, self-regard, assertiveness, sense of independence, empathy toward others, the quality of our interpersonal relationships, positive thinking, and impulse control.

Trying to force people to conform their work to preestablished numerical goals tends to stifle innovation and creativity—valuable qualities in most settings. And it almost inevitably leads to a valuation of short-term goals over long-term purposes.

In real life, the value capture process is sometimes deliberately managed by elites to manipulate and control others with game design-like tactics. Gig economy platforms like Uber and Lyft use "badges" and rating systems to manage the decision-making environment of their driver employees. Even outside of work, social media features such as likes, shares, and retweets play the role of points in games. Over time, these simple metrics threaten to distort or take the place of values (say, the wish to meaningfully contribute to discussion or to take pride in the quality of one's work) that might otherwise have inflected our behavior on these platforms.

Trust metrics over intuition. You should have a way to measure every project. Quality is a complex system, the sort of place where your intuition can easily deceive you. Similarly, as you become more senior at your company, your experience will no longer reflect most other folks’ experiences. You already know about the rough edges, and you’ll be the first person in line to get help if you find a new one, but most other folks don’t. Metrics keep you honest.

Entrepreneurs are selected to be just doers, not thinkers, and doers do, they don’t talk, and it would be unfair, wrong, and downright insulting to measure them in the talk department. The same with artisans: the quality lies in their product, not their conversation—in fact they can easily have false beliefs that, as a side effect (inverse iatrogenics), lead them to make better products, so what? Bureaucrats, on the other hand, because of the lack of an objective metric of success and the absence of market forces, are selected on the “halo effects” of shallow looks and elegance. The side effect is to make them better at conversation. I am quite certain a dinner with a United Nations employee would cover more interesting subjects than one with some of Fat Tony’s cousins or a computer entrepreneur obsessed with circuits.

Almost all official statistics and policy documents on wages, income, gross domestic product (GDP), crime, unemployment rates, innovation rates, cost of living indices, morbidity and mortality rates, and poverty rates are compiled by governmental agencies and international bodies worldwide in terms of both total aggregate and per capita metrics. Furthermore, well-known composite indices of urban performance and the quality of life, such as those assembled by the World Economic Forum and magazines like Fortune, Forbes, and The Economist, primarily rely on naive linear combinations of such measures.6 Because we have quantitative scaling curves for many of these urban characteristics and a theoretical framework for their underlying dynamics we can do much better in devising a scientific basis for assessing performance and ranking cities. The ubiquitous use of per capita indicators for ranking and comparing cities is particularly egregious because it implicitly assumes that the baseline, or null hypothesis, for any urban characteristic is that it scales linearly with population size. In other words, it presumes that an idealized city is just the linear sum of the activities of all of its citizens, thereby ignoring its most essential feature and the very point of its existence, namely, that it is a collective emergent agglomeration resulting from nonlinear social and organizational interactions. Cities are quintessentially complex adaptive systems and, as such, are significantly more than just the simple linear sum of their individual components and constituents, whether buildings, roads, people, or money. This is expressed by the superlinear scaling laws whose exponents are 1.15 rather than 1.00. This approximately 15 percent increase in all socioeconomic activity with every doubling of the population size happens almost independently of administrators, politicians, planners, history, geographical location, and culture.

Robert F. Kennedy in 1968: Too much and too long, we seem to have surrendered personal excellence and community values in the mere accumulation of material things. Our gross national product … if we judge America by that … counts air pollution and cigarette advertising, and ambulances to clear our highways of carnage.… Yet the gross national product does not allow for the health of our children, the quality of their education, or the joy of their play. It does not include the beauty of our poetry or the strength of our marriages; the intelligence of our public debate or the integrity of our public officials. It measures neither our wit nor our courage; neither our wisdom nor our learning; neither our compassion nor our devotion to our country; it measures everything, in short, except that which makes life worthwhile.

Focus on money and career. Your girl loves you for what you are and can become. Your other qualities like nature, intelligence, talent or whatever is measured directly by the metric of your earning capacity.

The art of medicine is being crowded out by the science of medicine—and its emphasis on evidence-based procedures, well-meaning protocols, and advances in Big-Health-Data-churning information technology. And it’s being squeezed out by the business of medicine—and its focus on time-consuming but questionable quality metrics, endless billing procedures, and an adherence to process that doesn’t necessarily put patients first. Put another way, the science and business of medicine have combined with a superficial focus on things like hospital gowns to essentially act like a Quentin Tarantino character going “medieval” on the art of medicine. But perhaps I understate.

Metric versus Imperial In keeping with a sensible international outlook, I have used metric measurements throughout. Where I’ve remembered, I have included imperial equivalents. Why a republic like the USA should continue to use imperial measurements is a question to which I have no answer. It is just one of the several baffling qualities which define that baffling nation.

Classic disruption was industry disruption. Modern disruption is ecosystem disruption. Ecosystem disruption occurs when the introduction of new value propositions impacts competition across industries, erasing boundaries and overturning structure. Traditional rivals pursued the same prize with clear winners and losers; today’s challengers are pursuing different goals and focusing on different metrics as they wage their attacks. Traditional rivals focused on their own execution to gain advantage in cost and quality; today’s challengers assemble new sets of partners to create value in ways no individual firm could hope to deliver.

Google's John Mueller answers question about quantifying site quality and mentions having inquired about a Search Console Quality Metric Can Site Quality Be Quantified In Search Console? Google’s John Mueller was asked about whether search quality is quantifiable, meaning something that could be measured and expressed as a metric. John Mueller’s answer was surprising because he indicated having looked into a search console quality metric to help publishers. What Is Site Quality? The idea of site quality seems deceptively simple but it’s not. John Mueller and many others talk about the importance of site quality for indexing and ranking but what it actually means at Google is a mystery so we’re stuck with our own subjective ideas. Screenshot of John Mueller Discussing Site Quality Google's John Mueller discussing site quality The concept of “site quality” is a subjective concept that depends on the opinions of individuals, opinions that are influenced by their wildly varied levels of experience and knowledge. ADVERTISEMENT CONTINUE READING BELOW There is no absolute and objective way to express what Site Quality is. Every person is literally blind to what “quality” actually means for Google because Google doesn’t say what the height, width, and depth of their definition of site quality is. And it could be, as the person asking the question implies, there is no way to quantify what multiple algorithms are independently verifying. The person asking the question, quite reasonably, was looking for something more objective and quantifiable. The question: “When you say improve the quality of your website is this quality something that is quantifiable? Or is it simply a term used to determine how multiple algorithms look at your website?

Under a stakeholder economic model, businesses are not rewarded primarily based on economic metrics such as profit, loss, customer satisfaction, or the quality of a company’s products and services. Instead, businesses are rated based on their commitment to social and environmental causes chosen by the elites themselves, often to their own benefit.

Our new care pathways were effective because they were led by physicians, enabled by real-time data-based feedback, and primarily focused on improving the quality of patient care,” which “fundamentally motivated our physicians to change their behavior.” Crucial too was the fact that “the men and women who actually work in the service lines themselves chose which care processes to change. Involving them directly in decision making secured their buy-in and made success more likely.” What we can learn from the Geisinger example is the importance of having providers develop and monitor performance measures. The fact that the measures were in keeping with their own professional sense of mission was crucial.

The Amazon Deliver Results leadership principle states, “Leaders focus on the key inputs for their business and deliver them with the right quality and in a timely fashion. Despite setbacks, they rise to the occasion and never settle.” Shipping speed is a key input metric for Amazon. So, if you are customer obsessed, then you’re also obsessed with measuring and improving the shipping experience for customers.

Degrading information quality through standardization. Quantification is seductive, because it organizes and simplifies knowledge. It offers numerical information that allows for easy comparison among people and institutions.2 But that simplification may lead to distortion, since making things comparable often means that they are stripped of their context, history, and meaning.3 The result is that the information appears more certain and authoritative than is actually the case: the caveats, the ambiguities, and uncertainties are peeled away,

Immunomes Project, which uses AI and machine learning to home in on the most significant blood biomarkers. Their conclusion? The best gauges of our inflammation level—and our inflammatory age—are about 7,500 proteins. Edifice has condensed this large set to a core panel of five protein biomarkers—and their predictive power is startling. They can foretell frailty seven years before it happens. They can predict cardiovascular aging—arterial stiffness and heart thickness—even in currently healthy people. The Edifice blood test and iAge metric is also able to pinpoint people with undiagnosed autoimmune diseases. This technology is up and running today, and should be commercially available by mid-2022. It costs $250 per test, or you can get a subscription service for $60 per month. But Edifice isn’t stopping there. Once you know your iAge, what can you do to improve your outlook? Beyond lifestyle guidance, Edifice Health will also offer personalized supplements—currently under study by an Institutional Review Board—to improve a client’s inflammatory profile.

Through Carson’s career, he bid on cattle using one simple number, a metric he called “choice cost hanging in the cooler.” What that metric represented was the value for a pound of “choice”-grade beef hanging in the cooler at a slaughterhouse. Choice-grade beef was the high-quality stuff. It’s what made a good steak. That’s what beef packers were aiming to get because that’s what fetched the highest price. Select-grade beef, on the other hand, went into hamburger or other cheaper cuts. In the old days, Carson figured out the choice cost hanging in the cooler and reverse-engineered that number to figure out what he would bid on any given pen of cattle. He could eyeball a pen of cattle and figure out instantly how many of them would grade choice, how many select, and how much meat they’d yield. It let him bid prices that were razor-sharp in their precision. This was at the heart of Carson’s job, and the job of every cattle buyer. Now Klein was telling Carson that it only mattered how his costs stacked up against those of a buyer several counties away.

Liver Enzymes: aspartate transaminase (AST), alanine transaminase (ALT), and gamma-glutamyl transferase (GGT) AST and ALT levels of 17 U/L or less. For GGT, lowest risk for men is less than 25 U/L and women from 14 to 20 U/L. Sources vary slightly, but these are good targets to aim for. Vitamin D 40 to 60 ng/mL Recommended real-time metrics to track: Glucose (continuous glucose monitor) Food (food journal or app) Sleep (quantity, quality, consistency) Activity (steps, number of active minutes per day and week with elevated heart rate) Resting heart rate and heart rate variability

You must optimize your paid search campaign to offline metrics, whether those are qualified leads, opportunities, lifetime value, or annual contract value. Get off the website and into the real world and optimize your keywords to quality.

D.D. International Private Limited is one of the largest exporter’s of premium quality Basmati Rice from India with exports touching all most 3,00,000 Metric Tons in the year 2014. The entity ever since its inception in 1979 has strived to deliver value to the customers. The focus has always been on increasing the global footprint by venturing into newer markets and at the same time forge fruitful and long lasting alliances with its buyers.

FOCUSING TOO MUCH ON THE NUMBERS In the second example, I managed the team to a set of numbers that did not fully capture what I wanted. I wanted a great product that customers would love with high quality and on time—in that order. Unfortunately, the metrics that I set did not capture those priorities. At a basic level, metrics are incentives. By measuring quality, features, and schedule and discussing them at every staff meeting, my people focused intensely on those metrics to the exclusion of other goals. The metrics did not describe the real goals and I distracted the team as a result. Interestingly, I see this same problem play out in many consumer Internet startups. I often see teams that maniacally focus on their metrics around customer acquisition and retention. This usually works well for customer acquisition, but not so well for retention. Why? For many products, metrics often describe the customer acquisition goal in enough detail to provide sufficient management guidance. In contrast, the metrics for customer retention do not provide enough color to be a complete management tool. As a result, many young companies overemphasize retention metrics and do not spend enough time going deep enough on the actual user experience. This generally results in a frantic numbers chase that does not end in a great product. It’s important to supplement a great product vision with a strong discipline around the metrics, but if you substitute metrics for product vision, you will not get what you want.

the ideas and emotions people carry with them through life often determine the quality of their death.

According to a study from the Walter Reed Army Institute of Research, sleep deprivation reduces our emotional intelligence, self-regard, assertiveness, sense of independence, empathy toward others, the quality of our interpersonal relationships, positive thinking, and impulse control. In

Where consumers have no prior knowledge of a product, often price is used as a metric in order to assess quality, or rather the perception of quality.

Suraj solar and allied industries, Wework galaxy, 43, Residency Road, Bangalore-560025. Mobile number : +91 808 850 7979 With the worldwide shift towards feasible energy sources, the sunlight based charger producing industry in Bangalore has seen critical development and advancement lately. As a conspicuous player in this market, SuneaseSolar has arisen as a main producer, offering state of the art advancements and answers for satisfy the rising need for environmentally friendly power arrangements. This article investigates the scene of solar panel manufacturers in Bangalore , digs into the vital elements and advances given by SuneaseSolar, and features the maintainability advantages of sunlight powered chargers. Moreover, it grandstands the upsides of picking SuneaseSolar for sunlight based charger arrangements, presents client tributes, and talks about future patterns and advancements molding the Bangalore sun powered charger market. 1. An Overview of solar panel manufacturers in Bangalore, also known as India's Silicon Valley, is also making a name for itself in the solar energy industry. The city's energetic tech culture and obligation to maintainability have made ready for a developing sun powered charger fabricating industry. Significance of Sun powered chargers in India's Energy Scene Sun powered chargers assume an essential part in India's shift towards sustainable power sources. With its plentiful daylight, India can possibly outfit sunlight based power for an enormous scope, decreasing reliance on non-renewable energy sources and moderating environmental change. 2. Outline of SuneaseSolar as a Main Maker Organization Foundation and History SuneaseSolar has arisen as an unmistakable player in Bangalore's sun powered charger fabricating scene. With an emphasis on development and quality, the organization has gained notoriety for conveying dependable and productive sunlight based arrangements. Scope of Sunlight powered charger Items Advertised SuneaseSolar offers a different scope of sunlight based charger items custom-made to meet different energy needs. From private roof frameworks to enormous scope business establishments, they take special care of a wide range of clients. 3. Key Highlights and Innovations Presented by SuneaseSolar High level Sunlight powered charger Plans and Materials SuneaseSolar values utilizing state of the art plans and materials to upgrade the proficiency and solidness of their sun powered chargers. By remaining on the ball, they guarantee clients get first class items that go the distance. Metrics for Efficiency and Performance When it comes to solar panels, efficiency is absolutely necessary. SuneaseSolar focuses on execution measurements to ensure ideal energy creation and cost reserve funds for their clients. With a sharp spotlight on result and dependability, they endeavor to expand the advantages of sun oriented power. 4. Maintainability and Ecological Effect of Sunlight based chargers Job of Sun powered Energy in Lessening Carbon Impression Sun powered energy assumes a urgent part in bringing down fossil fuel byproducts and battling environmental change. By bridling the force of the sun, sun powered chargers offer a perfect and manageable option in contrast to conventional energy sources, adding to a greener future. Reusing and Removal Practices for Sunlight powered chargers To address worries about the finish of-life pattern of sunlight powered chargers, SuneaseSolar carries out reusing and removal practices to limit natural effect. By advancing dependable waste administration, they guarantee that sun powered energy stays a genuinely economical answer for the long run. 5. Cost-Effectiveness and Return on Investment of SuneaseSolar's Solar Panel Solutions When it comes to solar panel manufacturers in Bangalore, SuneaseSolar shines brightly like a diamond.

At the start of my residency, the Affordable Care Act (ACA) was passed and all doctors had to get up to speed on the Merit-Based Incentive Payment System (MIPS), a new program under the Quality Payment Program (QPP), where a physician would now receive substantial adjustments to payments from Medicare if they met specific quality-of-care criteria. One would think that “quality” and “merit” in medicine would mean that the patient was actually getting better. But when I dug deep through the MIPS website to find the specific quality metrics for each specialty, I was shocked to see that these quality criteria were primarily based on whether doctors prescribed drugs regularly or did more interventions. Yes, a government incentive program focused less on actual patient outcomes (i.e., Did the patient get healthier?) and more on whether doctors prescribed long-term pharmaceuticals.

The words we use to describe Afro hair do not relate to its texture and, judged by another's metric, it will always come up lacking. But we do not possess a list of words that reflect the qualities of Afro hair, words that demonstrate its strengths, beauty and versatility.

The Bedrock principle of influencing behavior is this: People tend to take the path of least resistance. Ease is the single best predictor of behavior, intentions, price, quality, or satisfaction. There's a little-known marketing metric for measuring ease called the Customer Effort Score that comes down to a simple question: how easy was it? How customers answer that one question explains one-third of their willingness to buy again, to increase their business with the company, or to rave about it to other people. While one-third may not sound like much, it's actually huge; the Customer Effort Score is 12% more predictive of customer loyalty than customer satisfaction is. Ease makes people happy and effort can really piss people off. Pg. 41

These capabilities include (but are not restricted to): ​•​Application security ​•​Commercial and operational viability analysis ​•​Design and architecture ​•​Development and coding ​•​Infrastructure and operability ​•​Metrics and monitoring ​•​Product management and ownership ​•​Testing and quality assurance ​•​User experience (UX)

one of the things we’re concerned about is the quest for infinite growth (an unavoidable feature of capitalism) on a finite planet. With that imperative, the biosphere is now subsumed under the economy. This has to be reversed. That is, the biosphere is now seen in strictly utilitarian terms to be simply a storehouse of resources, and/or a receptacle for waste. Also under capitalist compulsion, people now serve the economy, rather than the other way around. Development should be about people, not about objects. Development, often seen as synonymous with progress, is equated with growth, measured as GNP or GDP, sometimes per capita. This must be challenged, and we need differential criteria and different metrics for what constitutes development and progress. Right now these are equated. Development doesn’t necessarily require growth, development has no limits, growth has limits or should. And this is clearly referring back to the growth/de-growth debate that we read about. All of this is underlain by issues of what constitutes happiness, satisfaction, and quality of life. What do these actually essential elements of life actually depend on? At the moment, under our current capitalist system, and its associated common sense, these aspects are measured by the acquisition of more and more things. But we don’t go readily into this mindset, we have to actually be induced or seduced. Global advertising spending in 2014 was $488.48 billion and is projected to grow to $757.44 billion by 2021. So, think about the enormous effort, the enormous, strenuous, and continuous effort to persuade people that things that they merely want are really things that they must have, that they need. And this is the business of marketing and advertising. And as Noam pointed out previously, this completely distorts the notion of the so-called free market in which rational people make rational choices based on real needs.

Dive Deep. Leaders operate at all levels, stay connected to the details, audit frequently, and are skeptical when metrics and anecdotes differ. No task is beneath them. Have Backbone; Disagree and Commit. Leaders are obligated to respectfully challenge decisions when they disagree, even when doing so is uncomfortable or exhausting. Leaders have conviction and are tenacious. They do not compromise for the sake of social cohesion. Once a decision is determined, they commit wholly. Deliver Results. Leaders focus on the key inputs for their business and deliver them with the right quality and in a timely fashion. Despite setbacks, they rise to the occasion and never settle.

Anti-Network Effects Hit the Google+ Launch A charismatic executive from one of the most powerful technology companies in the world introduces a new product at a conference. This time, it’s June 2011 at the Web 2.0 Summit, where Google vice president Vic Gundotra describes the future of social networking and launches Google+. This was Google’s ambitious strategy to counteract Facebook, which was nearing their IPO. To give their new networked product a leg up, as many companies do, it led with aggressive upsells from their core product. The Google.com homepage linked to Google+, and they also integrated it widely within YouTube, Photos, and the rest of the product ecosystem. This generated huge initial numbers—within months, the company announced it had signed up more than 90 million users. While this might superficially look like a large user base, it actually consisted of many weak networks that weren’t engaged, because most new users showed up and tried out the product as they read about it in the press, rather than hearing from their friends. The high churn in the product was covered up by the incredible fire hose of traffic that the rest of Google’s network generated. Even though it wasn’t working, the numbers kept going up. When unengaged users interact with a networked product that hasn’t yet gelled into a stable, atomic network, then they don’t end up pulling other users into the product. In a Wall Street Journal article by Amir Efrati, Google+ was described as a ghost town even while the executives touted large top-line numbers: To hear Google Inc. Chief Executive Larry Page tell it, Google+ has become a robust competitor in the social networking space, with 90 million users registering since its June launch. But those numbers mask what’s really going on at Google+. It turns out Google+ is a virtual ghost town compared with the site of rival Facebook Inc., which is preparing for a massive initial public offering. New data from research firm comScore Inc. shows that Google+ users are signing up—but then not doing much there. Visitors using personal computers spent an average of about three minutes a month on Google+ between September and January, versus six to seven hours on Facebook each month over the same period, according to comScore, which didn’t have data on mobile usage.86 The fate of Google+ was sealed in their go-to-market strategy. By launching big rather than focusing on small, atomic networks that could grow on their own, the teams fell victim to big vanity metrics. At its peak, Google+ claimed to have 300 million active users—by the top-line metrics, it was on its way to success. But network effects rely on the quality of the growth and not just its quantity

When examined through the lens of Meerkat’s Law and the central framework of this book, it is obvious why the resulting networks generated by big launches are weak. You’d rather have a smaller set of atomic networks that are denser and more engaged than a large number of networks that aren’t there. When a networked product depends on having other people in order to be useful, it’s better to ignore the top-line aggregate numbers. Instead, the quality of the traction can only be seen when you zoom all the way into the perspective of an individual user within the network. Does a new person who joins the product see value based on how many other users are already on it? You might as well ignore the aggregate numbers, and in particular the spike of users that a new product might see in its first days. As Eric Ries describes in his book The Lean Startup, these are “vanity metrics.” The numbers might make you feel good, especially when they are going up, but it doesn’t matter if you have a hundred million users if they are churning out at a high rate, due to a lack of other users engaging. When networks are built bottom-up, they are more likely to be densely interconnected, and thus healthier and more engaged. There are multiple reasons for this: A new product is often incubated within a subcommunity, whether that’s a college campus, San Francisco techies, gamers, or freelancers—as recent tech successes have shown. It will grow within this group before spreading into other verticals, allowing time for its developers to tune features like inviting or sharing, while honing the core value proposition. Once a new networked product is spreading via word of mouth, then each user is likely to know at least one other user already on the network. By the time it reaches the broader consciousness, it will be seen as a phenomenon, and top-down efforts can always be added on to scale a network that’s already big and engaged. If Big Bang Launches work so poorly in general, why do they work for Apple? This type of launch works for Apple because their core offerings can stand alone as premium, high-utility products that generally don’t need to construct new networks to function. At most, they tap into existing networks like email and SMS. Famously, Apple has not succeeded with social offerings like the now-defunct Game Center and Ping. The closest new networked product they’ve launched is arguably the App Store, but even that was initially not in Steve Jobs’s vision for the phone.87 Most important, though, you aren’t Apple. So don’t try to copy them without having their kinds of products.

If we shift our focus from relentless productivity, we may collectively rethink our societal metrics for success. A society obsessed with shareholder value, GDP, and corporate wealth creation will value and reward those who drive those metrics upward: bankers, venture capitalists, day traders. A society obsessed with quality of life, care, and societal health values and rewards a very different set of people. Before and during the pandemic, our most “essential” workers struggled to receive equitable pay and adequate protections, precisely because their work wasn’t valued. But what if it was? And what if one of the key steps to getting there was for nonessential workers (like us!) to change the way we see ourselves?

I remain easily optimistic in the face of everything happening. Consider the most amazing person you personally know, by any quality metric you choose. Odds are that there are literally millions of their caliber in the world, which is plenty to build a bright future.

Don’t let perfectionism get in the way of rapid learning. Releasing a low-fidelity version of an idea into the world can be especially painful for a company with a commitment to quality.

Many companies create their own metrics to map business metrics to ML metrics. For example, Netflix measures the performance of their recommender system using take-rate: the number of quality plays divided by the number of recommendations a user sees.4 The higher the take-rate, the better the recommender system. Netflix also put a recommender system’s take-rate in the context of their other business metrics like total streaming hours and subscription cancellation rate. They found that a higher take-rate also results in higher total streaming hours and lower subscription cancellation rates.5

It’s worth repeating: for quantity to soar, relax expectations around quality. As you’re learning from your Idea Quota, generating lots of ideas requires a no-judgment zone.

Instead of struggling to come up with a single perfect solution, you go from: Quality to quantity Precious to scrappy Perfection to practice Done to doing Your perspective to someone else’s Isolation to collaboration Relevance-requiring to randomness-embracing Focused to mind-wandering Order to chaos Your expertise to unfamiliar territory Output-focused to input-obsessed

THE IDEA QUOTA Loosening up your stiff creative muscles every morning helps you make the crucial flip from a mindset of quality to one of quantity when it’s time to come up with ideas. Making the following Idea Quota a part of your day will lighten the subconscious pressure for perfection that stymies creative exploration.

Every morning from now on, you will write down ten ideas. (We’ll get to what kind of ideas in a moment.) The quality of these ideas isn’t the point. Contrary to what you might believe, you can’t judge the merit of an idea while it’s still inside your head. Idea validation is as crucial to the creative process as idea generation. But that happens later. For now, our aim is just to freshen up stale thinking

If people aren’t aware of the correlation between quantity and quality, persisting past the first good idea can be interpreted as perfectionism. Wasteful. People get annoyed when one contributor keeps throwing out new ideas when the majority is forming a consensus.

I managed the team to a set of numbers that did not fully capture what I wanted. I wanted a great product that customers would love with high quality and on time—in that order. Unfortunately, the metrics that I set did not capture those priorities. At a basic level, metrics are incentives. By measuring quality, features, and schedule and discussing them at every staff meeting, my people focused intensely on those metrics to the exclusion of other goals. The metrics did not describe the real goals and I distracted the team as a result.

In our day, where success is primarily measured by external metrics, most of us devote more energy to conquering the world outside of us than we do to mastering the world within. But this choice can come with great costs, for our inner world is the one place from which escape is impossible and so the quality of our life is always contingent on the state of our psyche.

Questions to ask when analyzing a business Business - How does the company make money? - Does it seem like it should be a good business? Is it competitive? Do suppliers have too much power? Do customers value the product? Are there substitutes? - Without looking at financials, how does the company seem like it has done against competitors in its industry in terms of executing on its vision? - What reputation does the management team have? Do they seem honest? Straightforward? Valuation - What is the company's P/E multiple? Is it high or low for its industry? For the overall market right now? Why might the stock be trading at this valuation? - What is the company's free-cash flow yield? Is this a relevant metric given the stage the company is in? How does it compare to similar companies? - Is the company growing faster or more slowly than other companies with similar multiples? - Based on the number alone, does the company seem to have a rich valuation or a cheap valuation? Why might this be the case? Financials - What has been the trajectory of revenue growth over the past ten years? Why? What is it expected to do in the future? - How has the company's industry been growing? Is the company gaining or losing share in its industry? - What is the company’s level of profit margins? How does it compare to other companies in its industry? - How have margins varied over the past ten years? Why? - What percentage  of the company's costs are fixed costs versus variable costs? - What is the company's historical return on capital? Why is it high/low? What does this say about the quality of the business? - What is the trend in returns on capital? Why? What does this say about the returns the company will have to make on its future investments? - What is the company's dividend policy? Why? If they are paying no dividend or a small dividend, is there a danger that the company's management will waste shareholder's money? Technical - How have the company's shares performed against the overall market and its industry over the past twelve months? - What seems to be driving this under/over performance? - What key news events are likely to impact the stock in the future? - Do mutual funds and other large institutional investors seem to be buying or selling the shares? Sentiment and Expectations - What are the consensus earnings estimates for the next quarter and year? Do they seem aggressive or conservative? - Does consensus opinion seem overly bullish or bearish about the company's future prospects? - What insight do you have that the market might be missing that will cause the shares to appreciate?

To define success or failure for a platform, and to identify how to improve it, there are three main metrics: liquidity, matching quality, and trust.

Quality How can higher-quality input be received by each process in the value stream (to improve the %C&A metric)? Is there an opportunity to standardize and error proof work?

Consider the following statements from two hypothetical technical writers: "In my professional opinion, the content is clear, concise, correct, and complete. The language is professional, conforms to our style guide, and projects a strong brand. Some of the tables were too wide for print, so we now enforce a two-column limit on all tables. Overall, I'm happy with the quality of the documentation." "The application logs show that the product only has 1,300 users, yet the documentation received 2,400 page views last month. In that same timespan, readers reported six inaccuracies, all of which I resolved within 72 hours. The five most popular search terms return the pages I would expect, and the design team recently helped me optimize the header margins for readability. Overall, I'm happy with the quality of the documentation." I sincerely hope that you find the second argument more compelling. In any field, opinions become more credible when you attach quantitative metrics to them. Documentation is no different.

Recall that GDP, gross domestic product, the dominant metric in economics for the last century, consists of a combination of consumption, plus private investments, plus government spending, plus exports-minus-imports. Criticisms of GDP are many, as it includes destructive activities as positive economic numbers, and excludes many kinds of negative externalities, as well as issues of health, social reproduction, citizen satisfaction, and so on. Alternative measures that compensate for these deficiencies include: the Genuine Progress Indicator, which uses twenty-six different variables to determine its single index number; the UN’s Human Development Index, developed by Pakistani economist Mahbub ul Haq in 1990, which combines life expectancy, education levels, and gross national income per capita (later the UN introduced the inequality-adjusted HDI); the UN’s Inclusive Wealth Report, which combines manufactured capital, human capital, natural capital, adjusted by factors including carbon emissions; the Happy Planet Index, created by the New Economic Forum, which combines well-being as reported by citizens, life expectancy, and inequality of outcomes, divided by ecological footprint (by this rubric the US scores 20.1 out of 100, and comes in 108th out of 140 countries rated); the Food Sustainability Index, formulated by Barilla Center for Food and Nutrition, which uses fifty-eight metrics to measure food security, welfare, and ecological sustainability; the Ecological Footprint, as developed by the Global Footprint Network, which estimates how much land it would take to sustainably support the lifestyle of a town or country, an amount always larger by considerable margins than the political entities being evaluated, except for Cuba and a few other countries; and Bhutan’s famous Gross National Happiness, which uses thirty-three metrics to measure the titular quality in quantitative terms.

Unfortunately, many remnants of Industrial Revolution management still remain. In an overzealous quest to be competitive, ensure quality, and comply with regulations, most large organizations have designed work environments that make it difficult for employees to experiment, stretch beyond their specialized roles, leverage their unique skills, or see the ultimate impact of their work. Most leaders today don’t personally believe that people work best under these conditions. But each generation of managers walks into organizations where there are deeply entrenched assumptions and policies about control through standardized performance metrics, incentives and punishments, promotion tournaments, and so on. As a result, organizations deactivate their employees’ seeking systems and activate their fear systems, which narrows their perception and encourages their submission.

Demand for Dealogic’s services had grown briskly over the last twenty years. To keep quality high in the face of growth, managers kept refining internal processes, which included quantifiable performance metrics. Ordinarily, process refinement sounds pretty good if you are a COO. But it can also present long-term problems, which I touched on in chapter 2: it can replace intrinsic motivation with extrinsic motivation. KPIs and the accompanying career implications lead the fear system to dominate the seeking system, taking creativity and enthusiasm down with it.1 The extrinsic rewards crowd out the intrinsic buzz.

It sounds as if we’re assessing the quality of a work of art in terms of its attributes, but in fact we’re doing the opposite—deciding first which painting is the best, and only then inferring from its attributes the metrics of quality.

Earn Trust: Leaders listen attentively, speak candidly, and treat others respectfully. They are vocally self-critical, even when doing so is awkward or embarrassing. Leaders don’t believe their or their team’s body odor smells of perfume. They benchmark themselves and their teams against the best. Dive Deep: Leaders operate at all levels, stay connected to the details, audit frequently, and are skeptical when metrics and anecdote differ. No task is beneath them. Have Backbone; Disagree and Commit: Leaders are obligated to respectfully challenge decisions when they disagree, even when doing so is uncomfortable or exhausting. Leaders have conviction and are tenacious. They do not compromise for the sake of social cohesion. Once a decision is determined, they commit wholly. Deliver Results: Leaders focus on the key inputs for their business and deliver them with the right quality and in a timely fashion. Despite setbacks, they rise to the occasion and never settle.

Key results are more earthbound and metric-driven. They typically include hard numbers for one or more gauges: revenue, growth, active users, quality, safety, market share, customer engagement.

He identified six major factors that determine knowledge worker productivity: The ability to define their task. The autonomy to manage their own time. The need for continuing innovation. The need for constant teaching and learning. An emphasis on the quality of the work produced over quantity. The requirement that creative workers be recognized by the organization as assets rather than costs to be minimized. Sounds pretty great, right? There’s just one problem. As Drucker put it, “each of these requirements (except perhaps the last one) is almost the exact opposite of what is needed to increase the productivity of manual workers.” Yikes. He’s right. How can we, as creatives, excel in workplaces that equate performance with metrics like the

According to a study from the Walter Reed Army Institute of Research, sleep deprivation reduces our emotional intelligence, self-regard, assertiveness, sense of independence, empathy toward others, the quality of our interpersonal relationships, positive thinking, and impulse control. In fact, the only thing the study found that gets better with sleep deprivation is “magical thinking” and reliance on superstition. So if you’re interested in fortune-telling, go ahead and burn the midnight oil.

The reproducibility crisis again has its roots in bureaucracy. The field’s obsession with citation-based metrics to measure scientific productivity has spawned a plethora of peer-reviewed journals, some of which are of low quality. The scientific method itself has become a metaphysical abstraction that figures as an almost mystical source of epistemic authority—a process that is believed to automatically generate truth, understanding, and control.

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we formerly considered all the different architecture verification mechanisms as separate—​code quality versus DevOps metrics versus security, and so on. Fitness functions unify many existing concepts into a single mechanism, allowing architects to think in a uniform way about many existing (often ad hoc) “nonfunctional requirements” tests. Collecting important architecture thresholds and requirements as fitness functions allows for a more concrete representation for previously fuzzy, subjective evaluation criteria. We leverage a large number of existing mechanisms to build fitness functions, including traditional testing, monitoring, and other tools. Not all tests are fitness functions, but some tests are—​if the test helps verify the integrity of architectural concerns, we consider it a fitness function.

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