It’s hard to measure the output of knowledge workers because there are so many variables in what they do.
At the same time, measuring productivity can feel dehumanizing. It reduces complex thinking into numbers, and environments that are heavily measured rarely produce new ideas or novel solutions.
But measurement isn’t only a constraint—it can also be a tool.
When used well, it gives people a way to push back on low-value work. Without it, everything starts to look equally important, and it becomes harder to say no.
You can see this in certain sales organizations. Some companies don’t allow salespeople to attend most internal meetings—not because meetings are bad, but because the company has decided that selling is a higher-value use of their time.
That kind of clarity is hard to achieve without some form of measurement.
So there’s a tension: the same systems that can limit creativity can also protect focus.