Seems to me Surrogation is very similar to The Cobra Effect / Perverse Incentives (https://www.geckoboard.com/learn/data-literacy/statistical-fallacies/cobra-e

Seems to me Surrogation is very similar to The Cobra Effect / Perverse Incentives (https://www.geckoboard.com/learn/data-literacy/statistical-fallacies/cobra-effect/ https://www.geckoboard.com/learn/data-literacy/statistical-f...) , or the McNamara fallacy: https://www.geckoboard.com/learn/data-literacy/statistical-fallacies/mcnamara-fallacy/ https://www.geckoboard.com/learn/data-literacy/statistical-f... Both very real problems that have existed forever. The solution, as the article suggests, is not relying on just a single metric, and not losing sight of your wider strategy. There’s a really good article on Reforge about the problems with the recent trend of a single “North Star Metric”: https://www.reforge.com/blog/north-star-metric-growth https://www.reforge.com/blog/north-star-metric-growth. Stacey Barr’s another thought leader on the subject: https://www.staceybarr.com/measure-up/a-single-kpi-that-measures-overall-business-performance/ https://www.staceybarr.com/measure-up/a-single-kpi-that-meas.... Metrics absolutely cannot replace strategy and vision. It needs to be a core value of the company that you’d rather do the right thing by the wider mission than drive a metric at any cost. Managers at every level need to live up to that. This is harder the bigger the company. It’s one of the things OKRs, love or hate them, try and help with. Like with everything it’s whether you comply with the spirit or the letter of the law. And whether people get rewarded for latter!