I like the author's suggestion of setting a focus rather than a specific goal. For example, weekly revenue growth rate (from pg's growth essay). A company wide

I like the author's suggestion of setting a focus rather than a specific goal. For example, weekly revenue growth rate (from pg's growth essay). A company wide focus on growth rate can crystallize alignment on the most important dimension. But setting a specific pass/fail goal ("growth will be 5% a week") could reduce intrinsic motivation, cause weird short term behaviors, and even cap the upside. Benchmarks are very useful (5-7% is great, 1% means you're still lost, 10% is a blockbuster), but there's no need to set a specific number. Just get everyone rowing in the same direction.