Organisations often resort to metrics that measure how much they are what they want to be rather than how well they do their jobs because the latter is, as you suggest, very difficult. Ultimately it is easier to substantiate we are good guys, doing things in good ways than we are doing lots of good things so that’s what people often do. Also, of course, the metric will pretty soon come to alter the behaviour, so a metric that doesn’t cause bad behaviours might be better than one that encourages some good ones but discourages others. Just my two cents.
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