Why It’s Time to Rethink Business Goals
Every leader has been taught that setting goals is the path to success. From quarterly sales targets to company-wide objectives, we often believe more metrics equal better results. But as guest Radhika Dutt, MIT-trained engineer, entrepreneur, and author of Radical Product Thinking, shared on this week's episode of The Tech Leaders Playbook, goals can actually backfire when they become the only measure of success.
In today’s business world, one of the most popular frameworks is OKRs (Objectives and Key Results). OKRs are a system for defining measurable goals, originally designed in the 1970s and later popularized by Google. They can be helpful, but Radhika argues that too often they lead to “performance theater”—teams reporting positive numbers while ignoring the deeper issues that matter most.
At HIRECLOUT, we see this regularly with growing startups. Hitting targets can feel great, but the story behind the numbers often reveals whether a business is truly building for the long term.
When Hitting Goals Isn’t Enough
Radhika shared a story from her career where her team was consistently hitting sales targets in the video editing market. On paper, the company looked unstoppable. Yet behind the scenes, competitors like Apple and Adobe were quietly eroding their market share. Instead of addressing the threat, leadership doubled down—because the numbers said things were fine.
This is the risk of over-focusing on goals: success can disguise looming failure. Leaders who only measure by the numbers risk missing the bigger puzzle that needs solving.
From Goals to Puzzles
Radhika suggests a more human approach: puzzle setting and puzzle solving. Instead of asking teams, “Did you hit the goal?” leaders should encourage them to ask three critical questions:
How well is it working?
What have we learned?
What will we try next?
This method creates a culture of curiosity and experimentation. At Signal Ocean, a maritime data company Radhika advised, sales had stalled despite strong technology. By reframing the problem as a puzzle rather than a missed goal, the team uncovered hidden user needs. Within two years, sales doubled—twice—and customer churn dropped from 26% to just 4%.
What Leaders Can Learn
The lesson is clear: numbers alone don’t tell the whole story. Strong leadership is about being a detective, not a judge. Instead of rating performance or assigning blame, leaders should foster an environment where teams feel safe sharing both wins and challenges.
Radhika also warns against “founder mode,” where only the leader knows best. True growth comes when everyone in the company understands the vision well enough to challenge assumptions and contribute solutions.
Gratitude and Takeaways
This conversation was a reminder that rethinking business goals is about shifting from judgment to learning. Success is not just about hitting the target—it’s about solving the right puzzles along the way.
We’re grateful to Radhika for inspiring leaders to move beyond the numbers and embrace clarity, curiosity, and adaptability.
You can connect with Radhika on LinkedIn and explore her book Radical Product Thinking here. For more insights on building visionary teams and strategies, reach out to us at HIRECLOUT!
