The first paragraph or two of this reminded me of Goodhart's Law: as soon as a metric becomes a goal, it tends to lose value as a metric. My pet analogy is taki

The first paragraph or two of this reminded me of Goodhart's Law: as soon as a metric becomes a goal, it tends to lose value as a metric. My pet analogy is taking an overheating car, and trying to fix the thermometer instead of the engine. Incentivization always has this problem, and it's a hard one to fix: how to you ensure the behavior you're rewarding from other people is the behavior that benefits you? Especially with something as large, convoluted, and ultimately nebulous as corporate governance, I don't see an easy solution.