The numbers are improving, but is the organization really succeeding? The test of the managers

The article examines the challenge of measuring success in organizations, especially public ones, where quantitative metrics can become an end in themselves. It describes a reform attempt in an elite unit of the Intelligence Corps to measure "intelligence relevance," which encountered resistance due to organizational culture, short tenures, and a lack of external demand for proving success.

The article, authored by Dr. Nava Michael-Tsabari and retired Lt. Col. Eilat Talmore-Raz, deals with the challenge of measuring success in organizations, particularly public ones. The authors argue that when success is difficult to define, organizations tend to settle for simple quantitative metrics, which can become an end in themselves rather than a management tool. The article describes a reform attempt in an elite unit of the Intelligence Corps, where Talmore-Raz sought to define and measure "intelligence relevance." The attempt met with strong resistance, stemming from a lack of external demand for proving success, short tenures of commanders, and an organizational culture that views systematic management as a threat to values such as creativity and flexibility. The authors call for a combination of improvisation and managerial discipline, emphasizing the need for systematic measurement and control, especially in Israel after October 7.