When Hitting the Target Means Missing the Point: Rethinking Strategic Organizational Development

Imagine a manager in England, anxiously monitoring a dashboard filled with performance targets. Every number is scrutinized. Every missed target could mean public embarrassment, loss of funding, or even the end of a career. But what happens when the relentless pursuit of targets overshadows the true mission—delivering quality to real people? This is the central paradox explored by Gwyn Bevan and Christopher Hood in their influential study of the English public health care system.

At the heart of their research lies a troubling reality: the system of “targets and terror” introduced in the early 2000s was meant to drive improvement through transparency and accountability. Hospitals and clinics were assigned a single “star score,” derived from dozens of performance indicators. The logic was simple—what gets measured gets managed. Yet, as Bevan and Hood so powerfully demonstrate, this approach often led to a dangerous distortion, where the numbers themselves became the goal, rather than the means to better care.

The problem is rooted in the concept of synecdoche—the mistaken belief that a part can stand for the whole. When complex services are reduced to a handful of metrics, essential aspects of quality, equity, and ethical responsibility are left out of the equation. The result is a system where managers and staff are incentivized to “game” the numbers, sometimes at the expense of the very people they are meant to serve. This gaming takes many forms: managers may avoid exceeding targets to prevent tougher goals in the future, focus their efforts on just scraping by at the minimum required level, or neglect unmeasured but crucial aspects of care and service. These behaviors are not mere abstractions; they have real, damaging consequences for employees, stakeholders, and the public at large. Staff can feel demoralized, pressured to manipulate outcomes, or forced to choose between ethical care and organizational survival. Meanwhile, clients and communities may see apparent improvements in performance, while the actual quality of service quietly erodes.

Bevan and Hood’s work raises urgent questions for anyone who cares about the future of organizations. Are we truly measuring what matters, or just what is easy to count? How do these targets shape the culture and values of our organizations? What is lost when we focus narrowly on metrics at the expense of our purpose? These questions are not just academic—they go to the very heart of what it means to manage and lead in the public interest. They challenge us to look beyond dashboards and scorecards and ask ourselves if we are still serving the greater good.

If the core problem is an obsession with targets divorced from public values, what is the path forward? The answer lies in embracing organizational publicness as a strategic management tool. Organizational publicness is the idea that organizations—whether public, private, or hybrid—should be guided not only by measurable outputs, but by a broader commitment to public values, transparency, and ethical stewardship. This approach reframes performance management as a process rooted in values, not just numbers. It encourages leaders to balance quantitative targets with qualitative judgment and stakeholder input, to foster a culture of integrity and learning, and to engage employees in meaningful work that aligns with both organizational objectives and the public interest.

In a world where merely "hitting the target" is no longer enough, PublicWise guides organizations on a journey of strategic redefinition. We ensure you not only meet your goals, but truly achieve what matters: building an organization with clear purpose, a resilient culture, and lasting impact. Leveraging the principles of "Organizational Publicness," authentic dialogue, and proven methodologies, we empower you to bridge the gap between strategic plans and profound internal/external realization, fostering deep change that truly endures and creates authentic value. We're here to help you redefine what success truly means.

By making publicness a strategic asset, organizations can avoid the pitfalls of “gaming the system” and instead build trust, legitimacy, and sustainable success for all stakeholders. The lesson from Bevan and Hood’s research is clear: what we choose to measure—and how we measure it—shapes the very soul of our organizations. When targets become the only thing that matters, we risk losing sight of our true mission. But by embracing organizational publicness, we can restore balance, reconnect with our values, and deliver real value to employees, stakeholders, and society.

Let’s reimagine performance management—so that hitting the target never means missing the point.

Are You Hitting Targets But Missing What Truly Matters - Why?

• Strategy-Execution Disconnect?
• Unclear Organizational Purpose?
• Culture Change Isn't Sticking?
• Seeking Lasting Strategic Impact?

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For further reading, see:

Gwyn Bevan & Christopher Hood, “What’s Measured Is What Matters: Targets and Gaming in the English Public Health Care System,” Public Administration, Vol. 84, No. 3, 2006 (pp. 517–538).

Author Biography

Dr. Yinnon Dryzin-Amit is an expert in organizational and leadership development, driven by a profound passion for fostering thriving, resilient organizations and a deep sensitivity to human needs. He is renowned for translating cutting-edge behavioral science research into practical, strategic solutions across diverse sectors. As the founder of PublicWise, an innovative consultancy, he is dedicated to enhancing organizational performance and legitimacy through evidence-based frameworks, with a particular focus on the unique dynamics of "Organizational Publicness."

Previously, Dr. Dryzin-Amit served as Deputy Director General for Organizational Development in the Israeli Judiciary, where he spearheaded systemic change initiatives, cultivated organizational resilience, and designed strategic leadership development programs for judges and administrative staff. His extensive experience also includes significant contributions to the healthcare sector (Clalit Health Services) and defense establishment (IDF's Behavioral Sciences branch), where he consulted on organizational and management development, employee engagement, and process improvement. He currently shares his expertise as an Adjacent Lecturer at the University of Haifa, teaching in both the School of Public Administration & Policy and the Department of Sociology.

His research spans management, innovation, and the ecology of resilience in complex systems, reflecting his commitment to actionable insights. His publications include "Unveiling the Spirit of Publicness: Conceptualization and Validation of a Publicness Perceptions Scale" (Dryzin-Amit, Vashdi, & Vigoda-Gadot, 2024), "The Publicness Enigma: Can Perceived Publicness Predict Employees’ Formal and Prosocial Behavior Across Sectors?" (Dryzin-Amit, Vashdi, & Vigoda-Gadot, 2022), and "Beyond Individual Grit: A Multi-Level Framework for Systemic Judicial Resilience" (forthcoming, Dryzin-Amit, 2025).