Goodhart and Good Hearts
Focus on creating value - don't get distracted by the numbers.
Metrics matter. They help us see whether our work is making a difference. Yet numbers only tell part of the story. When we make the number itself the goal - “increase conversions,” “double revenue,” “hit 99.99% uptime” - we risk optimising for the metric rather than the people behind it.
Goodhart’s Law captures this dynamic elegantly: when a measure becomes a target, it ceases to be a good measure. The more we try to force a number to move, the less reliably it represents the outcome we actually care about.
This doesn’t mean we should stop measuring. It means we should anchor our measurements in a purpose that goes beyond the spreadsheet. When our hearts stay focused on creating value, metrics become a feedback tool rather than a finish line.
Choosing goals before metrics
Start with a human-centred intent. For example:
“We want to make booking a holiday feel effortless.”
“We want teams to resolve incidents without losing sleep.”
“We want our customers to trust us with their data.”
Once the purpose is clear, metrics such as signups, resolution time, or NPS can help us understand whether we’re on track. If the numbers drift, we revisit the work. If the numbers look great but customers are unhappy, the discrepancy tells us something important.
Without that higher-level goal, it’s easy to slide into value extraction - chasing conversions by adding dark patterns or cutting costs in ways that hurt the experience. The metric moves, but the value isn’t real.
Staying alert to perverse incentives
History is full of cautionary tales. Standardised tests, for instance, can provide useful insight into educational outcomes. But when test scores became the target, some schools resorted to teaching narrowly for the exam or even cheating to boost results. The scores improved, yet the learning didn’t. The measure lost its meaning.
The same pattern appears in business. Profit is a vital indicator, but if “maximise profit” becomes the only story, decisions like planned obsolescence or aggressive upselling can undermine trust. Customers notice. Teams lose morale. Long-term value erodes.
The antidote is to pair metrics with conversations about the impact we intend to create. Ask, “Who benefits if we hit this number?” and “What experience do we want them to have?” If the answers feel thin, revisit the goal.
Practical ways to keep your heart in the work
- Articulate a mission in plain language. Make sure everyone can describe the change you’re trying to make in the world without referencing a dashboard.
- Select a small set of supporting metrics. Use them to gauge progress, not as the sole definition of success.
- Review metrics alongside qualitative insight. Customer interviews, support tickets, and usability studies reveal nuance that numbers miss.
- Watch for unintended consequences. If a metric starts encouraging unhealthy behaviour, adjust the incentive or replace the measure.
- Celebrate value created, not just numbers hit. Share stories of the people who benefited. Connect the data back to real outcomes.
When we treat metrics as guides, they inform better decisions. When we chase them without context, we drift away from the very people we hoped to serve. Good hearts keep us grounded in purpose; Goodhart reminds us to keep our measures honest. Together they help us build products and organisations that deliver lasting value.