A short conversation (YouTube) in which Jim Johnson and another speaker argue that disciplined measurement drives business growth. They recommend focusing on a small number (three or four) of operational metrics—e.g., on-time delivery or turnaround time—rather than measuring everything, and emphasize validating metrics with data.
We think as much as we use a tape measure. We would think measuring is important, but it's not one of the things that we as business people are real great at. Although I do see the companies that grow the most tend to be really good at measuring data.
You just said it. The ones that grow the most are disciplined. And I tell them, you know, if you do the research, you don't have to measure 900 things. You need to measure three or four. The top of the list. What are the three or four things that you positively have to operationally nail? If it's on time, delivery or turnaround time. On estimating whatever it is, you make sure you have metrics that you can back it up and validate it.
