What’s the difference between “success outcomes” and “success metrics”?

Outcomes describe what the business wants to improve, such as working capital or retention. Metrics describe how progress toward those outcomes is observed. A strong Step 1 starts with outcomes and decisions, and only then defines metrics.

How many metrics should we start with?

Start with a small steering set. If the set is too large, it won’t be used consistently. Everything outside the steering set can remain available as exploration.

What if we already have thousands of metrics?

Do not try to “manage everything” upfront. First define the steering set for the most important decisions. Once the steering set is working, you can reduce and clean up the broader landscape over time.

Can we start without perfect data quality?

Yes. Start with lighthouse wins and build trust. Use the wins to reveal the most important data quality gaps and prioritize fixes that unblock decisions.

How do we avoid debates that drag on forever?

Tie every steering metric back to a decision and an owner. If a number is not used in a decision forum, it is not a steering metric. This rule keeps alignment discussions pragmatic.