What I find striking is the emphasis on tracking and managing inputs (to develop a healthy causal model for management). This is in contrast with advice that's

What I find striking is the emphasis on tracking and managing inputs (to develop a healthy causal model for management). This is in contrast with advice that's commonly passed around (ostensibly attributable to OKRs, High Output Management, etc -- though I haven't carefully read the original sources), with heavy emphasis on the output but eschew focusing on input metrics. While it avoids the failure mode of focusing on causally irrelevant metrics, it also assumes that the right causal model has already been discovered and there's no learning process here. This impedes the development of an agile organization that is learning constantly (growth mindset) instead promoting a "fixed" mindset where people/teams can either execute well or not, and the only control lever is hiring/firing/promoting those who seem to "get it". Fantastic and thought-provoking article!