I think this is one of the pernicious things about OKR-type organizational planning. Companies get so fixated on generating results -- quick wins -- that they kind of flail around doing stuff that gets measured on a dashboard.<p>For what it's worth, I think this is often what we mean when we complain about "MBAs" controlling companies.<p>I feel that people spend insufficient time deciding <i>why</i> they're choosing a course of action. Companies need to allocate more resources (i.e. time) deciding what they're <i>not</i> going to do.<p>The best executives I've known have invariably shared one trait: they've been decisive in killing decent/good ideas to focus on important problems. This often makes them unpopular.<p>By contrast, I've found that middling executives agonize over KPIs.
Analysis paralysis is so real and frustrating with the leadership. The shame is the intellectualisation of that crap and inactivity.<p>As a builder, I’d love to sip my coffee and build impactful stuff.