What's measured improves

What gets measured gets done.

Measure what is measurable, and make measurable what is not so

Measure what can be measured, and make measurable what cannot be measured.

When performance is measured, performance improves. When performance is measured and reported back, the rate of improvement accelerates.” — Pearson’s Law

Human progress is achieved by taking exact measurements.

What gets measured gets managed. — PETER DRUCKER, management theorist, author

if you want to improve anything in life, you must measure it first.

What you measure improves.” A corollary rule in the military is that “You get what you inspect, not what you expect.

Measuring requires, first and foremost, analytical ability. But it also demands that measurement be used to make self-control possible, rather than abused to control people from the outside and above — that is, to dominate them.

Seeing progress in changing numbers makes the repetitive fascinating and creates a positive feedback loop. Once again, the act of measuring is often more important than what you measure. To quote the industrial statistician George Box: “Every model is wrong, but some are useful.

Standardization Is the Basis for Continuous Improvement and Quality

An experiment is a question which science poses to Nature and a measurement is the recording of Nature's answer.

We need financial measurements for sure — but we don’t need them for their own sake. We need them for two different reasons. One is control; knowing to what extent a company is achieving its goal of making money. The other reason is probably even more important; measurements should induce the parts to do what’s good for the organization as a whole.