Name the results that count

You are responsible for judging whether the business is achieving what it set out to do. For each priority, define the result, target, timeframe, and accountable leader. Agree on a plan that matches the available capacity and the evidence you will review.

Choose measures that answer the business question. If you want customers to complete setup successfully, measure successful completion and the help required. The number of instructions revised can explain progress on the work, but customer results tell you whether the changes helped.

Ask managers which actions they expect to improve the result and what they need to observe. Treat that connection as something to check. Improving a skill score alone does not establish an improvement in the business. Reaching a target also does not establish that the team can repeat the result. Review demonstrated skills alongside outcomes: what can people now do reliably, and how much help do they still need?

Review the result alongside quality, cost, and other requirements that must hold. Recognize actions that contributed to an improvement when the evidence supports that connection. While longer-term results are still developing, recognize demonstrated skills against the agreed standard. You can acknowledge a thorough capacity check now without claiming it has already improved delivery. When results improve unexpectedly, investigate what changed before expanding the approach.

At each review, decide whether to continue, adjust, or end the work. Revisit your assumptions when the evidence contradicts them. Explain changed priorities and resource decisions to the leaders affected, including what they can now defer or stop funding.