Editorial
The Gist
- Tools quietly become decision-makers. Systems built to support judgment often end up dictating it, optimizing for what’s easy to measure rather than what truly matters.
- Metrics reshape behavior — and reality. When dashboards reward speed, engagement, or volume, organizations adapt to please the system, even at the expense of value, equity, or human outcomes.
- Strategy erodes when measurement becomes the mission. From marketing to healthcare to hiring, software-defined assumptions harden into strategy, causing entire groups and priorities to disappear from view.
When The New York Times reported a few weeks ago that retailers were largely ignoring Gen-X despite the cohort’s high spending power, the explanation given was not cultural but mechanical. Gen-Xers, the 45-to-60 demographic with multi-household financial influence, rising inheritance flows and unusually strong brand loyalty, were apparently simply not showing up where the ad-tech tools were looking.
Algorithms optimized for low-cost impressions and high-velocity engagement pushed marketers toward younger, cheaper-to-reach users. Influencer dashboards reinforced the trend by elevating creators with high engagement rather than high purchasing power. In short, Gen-X wasn’t a strategic afterthought: It was a technical one. The systems marketers relied on were dictating the strategy. A classic case of a tail was wagging a dog.
This pattern is no longer the exception. Across domains, software systems built to “support” decision-making end up shaping it, often in ways disconnected from value, intention or even common sense.
Table of Contents
- Consider Law Enforcement’s Reliance on Predictive-Policing Tools
- A Similar Misalignment Shows Up in Healthcare
- When Measurement Redefines the Mission
- The Pattern Beneath the Pattern
Consider Law Enforcement’s Reliance on Predictive-Policing Tools
Departments using software like PredPol or Geolitica repeatedly dispatch officers to the same neighborhoods because the algorithm declares them high-risk. But that risk score is generated from historical arrest data, which itself reflects past enforcement patterns informed by stubborn pre-conceptions rather than objective actual criminal activities. The algorithm tells police to go where they have already been, while criminal activities that deviate from recorded patterns go undetected. Instead of safety driving deployment, the software’s feedback loop does. In a sense, officers aren’t using the tool as much as the tool is using them.
Related Article: Moving Beyond Generations in Audience Segmentation
A Similar Misalignment Shows Up in Healthcare
Modern electronic health record systems score physicians on “productivity,” often defined by speed: Shorter visits, faster code entry, more throughput. As a result, doctors adjust behavior to avoid getting penalized by the system.
A doctor who routinely engages in deep encounters with their patient to make sure that they are not rushing to a diagnosis will be rated poorly compared to a doctor who spends minimal time with their patient and as a result is able to consistently see more patients. The metric becomes the mission. Medicine, measured through a narrow lens of software-defined efficiency, ends up serving the needs of the tool rather than the needs of the patient. The human pain and suffering caused is no concern of the tool.
Core Themes Applying to Marketing Leaders
Editor's note: This table translates the article’s broader argument into practical implications for marketing and CX leaders navigating tool-heavy, metric-driven environments.
| Core Theme | What Happens in Practice | What Marketing Leaders Should Watch For |
|---|---|---|
| Tools shape strategy | Martech platforms optimize campaigns toward what their algorithms prioritize, not necessarily what drives long-term value. | Ask whether strategy is being set by leadership intent or quietly inherited from platform defaults and dashboards. |
| Metrics redefine success | Engagement, CTR, and low-cost impressions crowd out signals tied to loyalty, lifetime value, or purchasing power. | Scrutinize which customer behaviors are rewarded and which are invisible because they are harder to measure. |
| Optimization replaces judgment | Teams chase incremental gains inside tools rather than stepping back to question whether they are optimizing the right outcome. | Create space for human judgment and strategic review outside regular performance reporting cycles. |
| High-value customers disappear | Segments like Gen-X or older, higher-income buyers are deprioritized because they do not fit engagement-first models. | Pressure-test audience strategies against revenue contribution, not just reach and interaction volume. |
| Measurement becomes the mission | Dashboards become de facto scorecards for success, narrowing the definition of good marketing and CX. | Ensure metrics serve strategic goals rather than allowing goals to collapse into what the dashboard can display. |
| Loss of strategic authorship | Marketing leaders react to system outputs instead of actively shaping how tools are configured and used. | Reassert ownership over how technology supports — rather than dictates — marketing and CX strategy. |
When Measurement Redefines the Mission
Education also suffers the same inversion. Test-performance dashboards used by states and districts influence school budgets, rankings and administrator evaluations. Because these dashboards measure only math and reading performance, schools cut music, arts and social studies — not out of pedagogical conviction, but because the system does not count them. Educational value becomes subordinate to what the dashboard rewards. The easiest way to “win” is to shrink the definition of learning.
Hiring shows another version of the tail wagging the dog. Applicant-tracking systems (Workday, Taleo, Greenhouse) auto-filter resumes that lack specific keywords, even when candidates possess the underlying skills. Studies show that qualified veterans, older workers, caregivers returning to the workforce and workers changing industries are disproportionately rejected before a human ever sees them. Organizations conclude there is a “talent shortage,” when in reality there is a filtering problem. The tool shapes the labor market and then convinces employers the shape is natural.
The Pattern Beneath the Pattern
In all of these cases — marketing, policing, healthcare, education, hiring — software tools operate with embedded assumptions: Engagement equals interest; past data equals future risk; speed equals productivity; test scores equal learning; keywords equal competence. These assumptions are not merely analytical shortcuts. When encoded into systems that allocate budgets, attention, or human lives, they become strategic drivers. Tools built to measure reality begin to define it.
The lesson is not that software is inherently harmful. The lesson is that software tends to optimize for what it can measure, and organizations tend to treat what is measurable as valuable. When the measurement becomes the mission, value drifts. Strategy collapses into whatever the dashboard rewards. And whole groups — like Gen-X consumers — vanish from view because the system doesn’t know how to see them.
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The real challenge of our age is not adopting new technology but regaining strategic authorship. Tools are excellent servants and catastrophic masters. The value dog should lead. The software tail should follow.
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