All good this, and by my lights the first must read of 2013 for the publishing community:
One form this organizational blindness takes is the tracking of the wrong metrics. By “wrong” I mean measurements that tend to support current activity without providing a different and perhaps unflattering perspective. A university press director proudly told me about his system of peer review, the number of outside reviewers, how carefully these reviews were themselves assessed, and how the reviews were used by authors to improve their books. Nice job. But the same director failed to note that sales of the press’s books had declined by more than a third in the past decade, and that financial support from the parent institution was wavering. “Have you considered the possibility that you are publishing the wrong books, that you are working in fields that are not growing and may even be declining,” I asked. He was taken aback by my question. After all, the peer review results said the press was doing a great job.
Examples of tracking the wrong things, or at least of failing to track some important things, can be found everywhere. I encountered one management team that boasted of their profit margins. But the same team had failed to adjust their sales reports for inflation. Thus, over a period of about 15 years, this team had in fact been putting the company through a long-term liquidation.