I give credit that each section actually calls out a "Core Metric". I'd wager that most organizations get through "Focusing" and "Delivering" only to fall apar

I give credit that each section actually calls out a "Core Metric". I'd wager that most organizations get through "Focusing" and "Delivering" only to fall apart at "Optimizing". They call out exactly why the "Optimizing" step fails, "One of the biggest challenges in enabling Optimizing fluency is giving the team true control over its product direction. The distinction between an Optimizing team and a Delivering team is that, within the constraints of its charter, the Optimizing team makes its own decisions about what to fund and where to focus their efforts. Managers need to delegate this power to teams, which is often a difficult change for organizations." A CEO, VP, or high level employee in a product management capacity will not want to give up this control. After all, from their perspective they're in their position because they've steered the product to it's current success. Yet, there's never an actual track record, metrics, or decision record to determine how well these "decision making" individuals have actually performed in steering the product. And attempting to implement any sort of framework to track successes and failures at this level will be met with extreme prejudice. After all, nobody wants to find out that they're actually bad at a $200,000 + a year job.