The Intended Result Is Not Always the Visible Output
Visible output is easy to count. Articles published. Episodes released. Products shipped. People reached. Revenue earned. Tasks completed. Those measures matter.
They can also distract from the intended result. An article may be intended to change what a reader can distinguish. A meeting may be intended to produce a decision. A product may be intended to remove friction from someone's work. A training may be intended to alter capability rather than merely produce attendance.
The output and the result are related. They are not automatically identical. This matters because teams can optimize what is easiest to measure. More pages. More sessions. More impressions. More activity. Then the instrument becomes the purpose.
A useful project asks repeatedly: what was this output meant to make possible? The visible thing may be necessary. The intended result is what tells us whether it is enough.