Bert Decker's recent post about metric-driven companies rekindled memories of my Intel days. It wasn't until departing from the company in 2001 that I realized there were two distinctly different companies: those that really took metrics seriously, and those that don't. Intel forced managers to measure everything--it didn't exist if you couldn't measure it. This provided a continuous way to keep track of projects and programs, and make sure they were meeting objectives and providing a strong return. Everyone was judged by their results; you could get by temporarily with a good song and dance, but eventually you had to show tangible results--you lived or died by your numbers.
By comparison, I've seen programs run on for years at other companies that should have been put to sleep long ago.
The reason? No clear measurement system.
Bert points out that, "Demonstrating focus and proficiency in measurement will help your career...