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…when used improperly, metrics are worse than lies, reinforcing our biases and hiding the real problems in our value streams.
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228 |
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Correctly identifying the category of metric you are using is key to understanding what it can tell you – and what it can’t tell you.
|
231 |
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Once you’ve arrived at the metrics for a given job, the number of hours people work, or how they choose to do their job should become secondary.
|
229 |
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It’s important to supplement a great product vision with a strong discipline around the metrics, but if you substitute metrics for product vision, you will not get what you want.
|
132 |
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The way to determine your essential metrics is to identify the actions that correlate most directly to users experiencing the core value of your product…
|
092 |
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To hone your growth equation and narrow your focus, it’s best to choose one, key metric of ultimate success that all growth activity is geared toward.
|
095 |
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Just disseminating metrics helter-skelter does little more than create confusion. The goal instead is to bring clarity to the metrics that matter most.
|
105 |
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Success should not and cannot be measured just by financial metrics and sheer size; impact, quality, and fulfillment of purpose are as important.
|
152 |
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If a customer is happy, the output metrics (i.e., financial results) tend to follow.
|
167 |
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Metrics and measures are a tricky business. Be careful what you measure, you might get exactly that (and nothing else).
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226 |
