By November 2016, “Outcomes over outputs” had become a corporate favorite. The phrase was everywhere — but rarely lived. This post explored why the shift was so difficult: output was easy to measure, outcomes weren’t. Teams were shipping features that didn’t solve problems, and metrics often focused on delivery speed rather than impact. A few bold teams began experimenting with user-centric KPIs and hypothesis-driven development, but most organizations struggled to balance impact with legacy fundi...
Some progress emerged, especially in teams adopting OKRs tied to customer or business signals. But in most enterprises, output remained the default success metric — especially where funding and staffing were project-based.
Today, outcome-driven product development is better understood, with teams aligning to customer behaviors and long-term goals. The best orgs track fewer metrics, but with more meaning. Still, many lag behind, using “outcomes” as theater while continuing to reward output.
Loading content...