If a conversation is occurring about Data and Analytics, chances are high that it is about Metrics. About how abhorrent Vanity Metrics are. About the marginal value of Activity Metrics. About how crucial a focus on Outcome Metrics is. About Metrics for Dashboard – NO! Only KPIs for Dashboards. About the difference between KPIs and Metrics. :) About the need for a balance between Acquisition Metrics, Behavior Metrics, and Outcome Metrics in our Scorecards to paint the full customer journey – and kill silos. And… that’s just me driving all those discussions!! You are surely having many, many, more that…
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“Let’s all focus on a single metric, a True North for the entire company!” This is an understandable sentiment from Extremely Senior Leaders (ESLs). There are so many data pukes (sorry, “dashboards”) running around the organization, employees face such difficulty in being able to be smarter. Or, worse, Teams/Agencies can cherry-pick and show “impact.” Hence, the ESL idea is noble: If we all look at one metric, no one can game the system. Sadly, there are unintended consequences. [Bonus Reflection: An underappreciated problem: Methodology. Your teams in the US, Argentina, Indonesia might all be reporting the same metric, say, Lift…