What Are We Actually Measuring?

The article critiques the business world's obsession with metrics like revenue, valuation, and headcount, arguing these measure extraction and speculation rather than real impact. Using India's ₹92,000 crore annual food waste as a case study, it illustrates how genuine impact means solving existence-level problems—extending shelf life, proving carrier liability, and automating insurance claims. The author draws a sharp distinction between intermediation (adding layers and taking cuts) and true value creation where new value exists that didn't before.