A discipline for business numeracy. Not maths—knowing what to measure, reading it clearly, and turning it into decisions.

Discard what doesn’t fit.

Instrument

Start with outcomes, not data. What does winning look like? What’s in your annual plan or strategic priorities?

Then ask: what leading and lagging metrics would tell us if we’re on track? Design your instrumentation around those—don’t just accept whatever your tools default to.

What you measure is a strategic choice. Treat it like one.

Interpret

Three questions when looking at a number:

Is it real? Signal or noise? Look at trends and run rates, not point-to-point differences. A single week’s movement usually tells you nothing.

Is it big? Even if it’s real, is it material? Think in thresholds and ratios. Does this warrant action, or just watching?

Is it connected? What’s causing it? Is it linked to other outcomes, or isolated? If it moves, what else moves?

Influence

Having the right number means nothing if you can’t turn it into a decision.

Make it obvious. Lead with the insight, not the data. Simple visuals—clear away the clutter. Choose tables vs charts deliberately.

Make it credible. Check for obvious errors (they destroy trust instantly). State your assumptions. Explain where the data comes from and why you trust it.

The test

Can you explain what you’re looking at, why it matters, and what should happen next—in under two minutes? If not, you’re probably missing one of the three.

See also: Vertical Logic for structuring arguments, Clear Writing for the mechanics.