Another important consideration is the way enterprises treat metrics. In a control culture, metrics and targets are often set centrally and never updated in response to the changes in behavior they produce. Generative organizations don’t manage by metrics and targets. Instead, the FutureSmart management “use[s] the metrics to understand where to have conversations about what is not getting done.”20 This is part of the strategy of “Management by Wandering Around” pioneered by HP founders Bill Hewlett and Dave Packard.21
