Another downside is that lagging indicators encourage a focus on outputs (a number-based measure of what has happened), rather than outcomes (what we wanted to achieve). (Bernard Marr & Co.)

Not only do they predict how your lagging indicators will perform, you should be able to influence them. (Professional Growth Systems)

The reactionary nature of lagging indicators makes them a poor gauge of prevention. For example, when managers see a low injury rate, they may become complacent and put safety on the bottom of their to-do list, when in fact, there are numerous risk factors present in the workplace that will contribute to future injuries (Ergo Plus)