Outcome over output

Comparing the definition of what an outcome and output is for organizations is an interesting exercise in learning what's important for you long-term.

The following contains a few quotes from two articles that I recently found.

Software developer perspective

This is an article written by Mark Sawers that talks about the difference between outcomes and output from the perspective of a software developer:

Your real value to your organization is in improving outcomes. Not directly in how well you wield language X, tool Y, process Z. […]

The goal is not output; the goal is outcome. The outcome is more revenue, more profit, more users, more product availability, happier users … right?

[…] Your product owner doesn’t have a patent on designing end user features. […]

[…] My suggestion is to play your organization’s games (don’t leave that bonus on the table!) but bring your enlightened perspective as best you can.

Product manager perspective

This is an article written from the perspective of a product manager. It establishes that understanding output and outcomes are both important. Outcomes are more difficult to measure than outputs, and focus on creating long-term value for an organization. Outputs are easier to measure, but only tell you what an organization is creating now without informing you of what the future value of that output may be.

Output vs Outcome differentiates the tangible deliverables of a process (output) from the value or impact those deliverables create (outcome). While outputs measure activity, outcomes measure effectiveness and success. […]

Outcome is a measure of the impact and value that the outputs are creating. […] By focusing on outcomes, companies can ensure that their efforts and resources are being directed towards creating true value and impact.

Quality management

When you look at product management with a quality management system (QMS) lens, you're encouraged to define customer-centric metrics such as customer satisfaction.