> The trick, I suspect, is in knowing what "reacting accordingly" truly looks like for a given set of numbers. I gather (from personal and other's experience)

> The trick, I suspect, is in knowing what "reacting accordingly" truly looks like for a given set of numbers. I gather (from personal and other's experience) that most managers who are "data driven" just want to see data that matches what they are already planning to do. If you present data that is contrary, it's never fully acknowledged or engaged with. Similarly, thinking about systems and incentives is harder than just telling people what to do and expecting it to be done because you said so.