At lunch time on 14May, I was taking advantage of a gap between video calls by doing another lockdown run up and down my driveway.
As you can imagine, driveway laps are not particularly interesting and I welcome any distraction from the monotony. Therefore, every vibration on my phone results in an excited glance at the screen to see whatever notification has been delivered.
My very simple definition of the difference between output and outcome is:
Output is delivering volume
Outcome is delivering value
Theoretically, they could be the same but in practice this is seldom the case.
I can create a lot of ‘stuff’ (i.e. output) but realise very little, or even negative, value for all the time and effort spent producing said ‘stuff’. This article provides two practical examples of what normally happens (we focus only the output), why this is a terrible practice and the problems associated with ignoring the outcomes. Continue reading “Outcomes: The Forgotten Test Case”
Ron Kohavi was the Technical Fellow and VP of the Analysis & Experimentation team at Microsoft. He had a team of brilliant engineers, data scientists and program managers working under him. Kohavi’s team built Microsoft’s “Experimentation Platform.” Before the Experimentation Platform was in use, Microsoft teams were delivering well-thought out features, some small, others larger multi-month projects. Output was great – and Microsoft products like Bing, Edge, Exchange, Office, Skype, Windows, and Xbox were benefitting from the exceptional work produced.
[MARATHON #230 / Unique Marathon #131 / 2 November 2019]
Where were you when the Springboks won the Rugby World Cup for the third time? In an ethnic hair salon in Stutterheim is my unlikely reply. How I got there was a result of bad planning and incredibly low expectations.