As we’ll see in a moment, this is a common danger. Companies of any size that have a working engine of growth can come to rely on the wrong kind of metrics to guide their actions. This is what tempts managers to resort to the usual bag of success theater tricks: last-minute ad buys, channel stuffing, and whiz-bang demos, in a desperate attempt to make the gross numbers look better. Energy invested in success theater is energy that could have been used to help build a sustainable business. I call the traditional numbers used to judge startups “vanity metrics,” and innovation accounting requires
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