The arguments behind the method, written occasionally and only when there's something worth saying. https://outcome-vectors.co.uk/insights/ 2026-08-22T00:00:00.000Z Robin Hyman robin@outcome-vectors.co.uk https://outcome-vectors.co.uk/about-us/ https://outcome-vectors.co.uk/scaling-without-losing-focus/ 2026-08-22T00:00:00.000Z 2026-08-22T00:00:00.000Z

As organisations grow, the informal mechanisms that kept everyone aligned stop working. Scaling well means replacing proximity with deliberately designed systems for focus, visibility and feedback.

https://outcome-vectors.co.uk/leading-and-lagging-indicators/ 2026-08-16T00:00:00.000Z 2026-08-16T00:00:00.000Z

Leading and lagging indicators aren't two boxes to sort metrics into. They're a way of thinking about cause and effect, and a practical method for finding the measures that let you steer rather than just report.

https://outcome-vectors.co.uk/goal-setting-careful-what-you-measure/ 2026-01-21T00:00:00.000Z 2026-01-21T00:00:00.000Z

Goals direct attention and motivate action, which is exactly why choosing the wrong measure quietly optimises for the wrong outcome. The Great Hanoi Rat Massacre is a cautionary tale.

https://outcome-vectors.co.uk/okr-more-wood-behind-fewer-arrows/ 2025-12-13T00:00:00.000Z 2025-12-13T00:00:00.000Z

The most recurrent theme in my work: everyone is busy, little gets finished. The fix starts with doing fewer things, properly.