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To really improve corporate culture, it must be measurable

Jose Tabuena | August 23, 2016

Douglas W. Hubbard, who developed Applied Information Economics as a practical application of scientific and mathematical methods to complex decision making, goes out further on a limb when it comes to measurement. According to Mr. Hubbard:

“Anything can be measured. If something can be observed in any way at all it lends itself to some type of measurement method. No matter how ‘fuzzy’ the measurement is, it’s still a measurement if it tells you more than you knew before.”

In the business world this has a ring of truth. Hubbard made a career out of measuring the sorts of things many thought were immeasurable. He writes of being surprised at how often clients dismissed a critical quantity—something that would affect a major new investment or policy decision—as completely beyond measurement.

For the auditor, compliance professional, and others charged with evaluating (i.e., measuring) the effectiveness and value of compliance program activities, Hubbard’s...

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