#Performance Measurement

Measure Fast, Iterate Faster: How Goals Are Won

Historically, this rhythm of measuring and refining appears in the Shewhart–Deming cycle: Plan–Do–Study–Act. W. Edwards Deming’s Out of the Crisis (1982), building on Walter A. Shewhart’s statistical foundations (1939), frames improvement as a series of tightly scoped experiments. Toyota’s kaizen culture reinforced this logic on factory floors by favoring small, frequent changes over sweeping overhauls (Masaaki Imai, 1986). In each case, rapid cycles reduce the cost of being wrong: errors surface earlier, fixes are cheaper, and learning compounds. From here, the same logic naturally migrated to software and product development. [...]

The Acceleration of Progress Through Measured Performance

This philosophy is evident in today’s data-driven workplace. Tech companies, for instance, use performance dashboards visible to the entire team, driving faster innovation and continuous development. In education, when student achievements are measured and shared, the entire cohort tends to improve more quickly—a phenomenon supported by research into social learning and group dynamics. [...]

What Gets Measured Gets Improved - Peter Drucker

Peter Drucker, one of the most influential thinkers on business management, frequently stressed the need for clear objectives and measurable outcomes in leadership. His ideas are foundational in modern management practices, especially in performance management and optimization strategies. [...]