InLost in plain sight: The quiet collapse of your transformation, I explored why transformation outcomes often fade in silence. But how do you keep those projects alive? Through a practice I call outcome observability.

I’ve been in that meeting — the one where everything looks fine until the CFO leans in and asks, “So, where are the savings?” You glance at the reports: on time, on budget, dashboards all green. And still, no one can quite explain why the value hasn’t shown up.

Most CIOs have lived through this moment, when delivery was fine but the outcome slipped. And here’s the uncomfortable truth — that slippage usually starts long before go-live. It begins quietly, during delivery, when attention drifts and no one’s watching the right things.

That’s what outcome observability is meant to prevent. It isn’t another KPI template or a post-project review. It’s a way to stay close to outcomes while they’re still forming — and to protect them once everyone’s moved on to the next initiative.

IT already figured out how to keep systemsobservable. We built logs, traces, alerts and SRE practices — if a server fails, someone knows. But when outcomes fail, no alarm goes off. There’s no signal. And no one notices until it’s too late.

Outcome observability gives CIOs that missing visibility — not into the system, but into whether the change it was meant to create is actually taking hold.

What outcome observability really is

Outcome observability is about staying present — really present — with what your transformation was meant to achieve. It’s a discipline that asks:

• Are the outcomes we promised still alive in how people work?
• Are we noticing when those outcomes start to slip, even in small ways?
• Do we have the will (and the structure) to act before value fades?

You don’t need a new tool to do this. You need focus, ownership and the humility to admit that adoption is fragile. Systems can look healthy while behaviors quietly fall apart. Metrics can stay green while intent slowly drifts off course.

That’s the gap outcome observability exists to close — the space between what looks fine on paper and what’s really happening on the ground.

How to build it — and with whom

A common mistake CIOs make is assuming observability is their responsibility alone — it isn’t. A CIO can make sure the loop exists, but they can’t interpret business reality on their own. They need partners who understand whether outcomes are truly taking hold — finance leaders, procurement heads, HR directors and operations managers.

Building outcome observability begins with partnership. Think of it as forming a stewardship pair: the CIO on one side, the business owner on the other. Add an operations lead to carry it forward once the project team disbands. That trio is what keeps outcomes alive.

But roles alone aren’t enough. The real question is: “What exactly are we observing?”

Most governance models collapse because they chase too many numbers. The point of Outcome Observability isn’t to watch everything — it’s to focus on the few dimensions that truly show whether outcomes are holding or starting to slip:

• Value. Are the promised benefits materializing — not just in financial reports, but in early signs like faster approvals, smoother handoffs, or reduced error rates?
• Adoption. Are people truly using the new system or process, or slipping back into old workarounds once the spotlight fades?
• Behavior. Are decisions being made in line with the new design, or are old mental models quietly reasserting themselves?
• Continuity. As new changes pile on — releases, reorganizations, parallel programs — is the outcome still stable, or being destabilized?

These lenses reveal the truth, and they need to be defined during delivery, not after. Because if you wait until three months post-launch, drift has already done its damage.

Before go-live, sit down with your business counterpart and ask one blunt question for each lens: “If this outcome drifts, what will we see first?” The answers become your first set of signals.

How to capture it — signals

Let’s make this concrete. A company rolling out a digital procurement platform agrees upfront to watch for four things:

• Value: Savings promised in the business case not showing up in monthly reports.
• Adoption: Buyers bypassing the platform with email orders.
• Behavior: Managers approving exceptions outside workflow because “it’s faster.”
• Continuity: Old vendor lists creeping back into circulation six months later.

None of this requires a new tool — it requires agreement.

The stewardship pair must stay active: the CIO ensures signals are captured, the business steward interprets them and the operations lead makes sure they don’t disappear once the project is closed.

In outcome observability, rhythm matters. It can’t be something you tack on at the end; it has to live inside delivery — part of how the work gets done. By the time go-live arrives, observability should feel like second nature.

Doing this doesn’t just protect outcomes — it reshapes how the CIO is seen. You stop being the person who delivers systems and start being the leader who makes change last. Boards notice that. So do peers.

How to fix it — responses

Spotting signals is only half the battle. If no one acts on them, you’ve just built a smarter way to watch value slip through your fingers.

Outcome observability forces a different posture: signals must trigger action, and action must have an owner. Before go-live, the stewardship pair should decide: when drift shows up, who moves first — and how?

You don’t need a playbook, just three recognizable patterns:

• Amplify → when something’s working, double down. Spread it, reinforce it, celebrate it.
• Correct → when drift shows up, move fast — through training, small process tweaks or simple fixes.
• Escalate → when the outcome itself is at risk, raise it to the sponsor for a real decision.

Consider a cloud migration: workloads are live, but teams still monitor them using on-prem tools “just to be safe.” On paper, the migration is complete, but in reality, people are living in two worlds. Catch it early — with enablement, guidance or small incentives — and you restore trust before the new model turns into shelfware.

AsDeloitte’s research on AI adoption notes, when trust falters, behavior follows — and performance erodes unless action loops are clear.

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Mehdi Kadaoui

How it works in practice

Outcome observability thrives on rhythm, not bureaucracy. The instinct to build a dashboard or create a new committee is strong — resist it.

Before go-live, define three to five signals for each outcome — one page, no jargon. During delivery, those signals are already being checked as features roll out. After go-live, they anchor quick monthly check-ins: fifteen minutes with the CIO, business steward and sponsor.

No reports. Just a conversation: What are we seeing? Is value showing up? Is adoption holding? Are behaviors sticking?

If something’s off, trigger the agreed response. A short drift log captures what happened — not for audit, but for learning.

At scale, a CIO can roll up just a few top signals from each major program into a portfolio view of outcomes. Suddenly, board updates move from “project A red, project B green” to something far more meaningful: Across twenty programs, here’s where adoption is holding — and here’s where drift is creeping in.

That’s an outcomes view, not a project RAG.

In one government rollout, observability checks revealed staff were “closing” digital cases offline. On paper, the system looked fine; in reality, the process was hollowing out. A quick rule change stopped the drift before it became the new normal.

Pitfalls and lessons

Even with the best intent, outcome observability can go wrong. Three traps stand out:

• Starting late. Waiting until after go-live means drift has already settled in.
• Owning it alone. Observability held inside IT loses reach and credibility.
• Turning it into audit. If observability becomes about blame, people hide drift instead of surfacing it.

Avoid these, and outcome observability stays what it was meant to be: light, deliberate and focused on keeping outcomes alive.

A shift in posture

Outcome observability isn’t another KPI framework or a shiny dashboard. It’s the discipline of staying connected to outcomes while they’re still forming — and protecting them long after the delivery spotlight has moved on.

For CIOs, it’s a shift in posture. You’re no longer the executive reporting on project health; you’re the one ensuring the change is real — and stays real. But you can’t do it alone. You need a business partner to interpret the signals, and an operational owner to keep them alive once the project team steps away.

The work itself is light: define signals during delivery, check them monthly, log drift, act fast. But the impact is deep. You stop guessing whether the transformation stuck — you know. And when the board asks, “Did we just go live, or did we actually succeed?” you’ll have an answer grounded in reality, not dashboards.

Your next move this month: Identify three signals, name your steward pair and start your first drift check.

For those who want the deeper discipline — the structural lenses of value, adoption, behavior and continuity — I’ve unpacked that in a longer journal piece, “Outcome observability: How organizations lose value quietly and how to see it coming.“

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