Briefings

The Moore Memorandum — Briefing 002

A briefing on why KPI regimes fail when measures become targets, and how to govern metrics with counter-metrics, audits, quiet measures, and a sound KPI constitution.

Moore briefing 002

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KPI Distortion and the Goodhart Trap: When Measurement Becomes Misrule

Executive Summary

Here is the problem in one sentence: The moment a KPI becomes a target, it ceases to be a measure. Control pressure changes the statistic.
KPI distortion is usually not a moral failure. It is a predictable response to incentives, selection effects, and constraint. Strong pressure on what is measurable crowds out what is important but hard to measure. And the fix is not “fewer metrics” or “better dashboards.” The fix is governance: a constitution. Rules for when metrics are diagnostic, when they are allocative, how they are paired with counter-metrics, and how they are audited.

The Moore Memorandum — White Paper 002

This paper argues that acquisition should be governed as the production of profitable customer relationships, with financial targets translated into unit economics, conversion requirements, capacity limits, customer-journey evidence, and leading indicators.

The Moore Memorandum — Briefing 004

A briefing on how procurement systems shape innovation through specification, comparability, risk transfer, and institutional defensibility.

The Moore Memorandum — Briefing 003

A briefing on why covenant relief is rarely simple time purchased, and how firms should manage credit covenants through contract-defined headroom, staged authority, disclosure discipline, and operating control.

The Moore Memorandum — White Paper 001

A public white paper on why most enterprise AI failures are managerial rather than technical, and how leaders should triage projects, rebuild governance, and pursue disciplined value.