Maybe, maybe not. Again I'm not thinking so much about the very top of the company as almost everyone is not in that position and never will be. For me, it's n

Maybe, maybe not. Again I'm not thinking so much about the very top of the company as almost everyone is not in that position and never will be. For me, it's not necessarily true that showing impact on a completely new feature is easier than showing impact in improving an existing one. It's a lot more work to measure new things as we don't have the tools to measure them yet, or as you have to introduce new measurements to colleagues and get buy-in that they are the right thing to be measuring. On the other hand, saying that I reduced an existing error rate by half is very easy to communicate, understand, prioritise, and even reward.