Business Metrics Quotes

Why was I the Most Popular President Who Ever Lived? I castrated the IRS, implemented the National Sales Tax (Fair Tax) and brought an end to parasitic government - all through the use of numbers, statistics. business metrics, graphs, pie charts, efficiency - in short - results.

Shaping the company's future requires understanding the key drivers of value for the company and establishing metrics to measure progress accordingly.

Organizational structure and management style are those two factors that we always forget to analyze when the performance of our businesses goes down.

A discontent employee means not getting the results 100% and the loss of a company advocate as well.

By focusing on a few key financial metrics, board members can transform these statements from a labyrinth into a compass, guiding them through the company's financial landscape.

Investors, creditors, and regulatory bodies rely on financial statements to make informed decisions. When internal metrics align with recognized standards, it enhances the credibility of your financial reports, fostering trust among these stakeholders.

Shaping the company's future requires understanding the key drivers of value for the company and establishing metrics to measure progress.

The board, in collaboration with management, crafts a strategic roadmap that defines the specific steps required to achieve the vision. This roadmap translates the company's "why" and "when" into a practical "how," outlining key milestones, resource allocation, and performance metrics.

Diversification across success metrics acts as a hedge against unforeseen risks.

If the company is going to thrive financially, then the board must understand the relationship between different financial metrics and how they impact overall financial performance.

Business is supposed to be fun. We're supposed to love what we're doing. Don't let these old folks convince you that business is about spreadsheets and MBA's and metics and all that stuff. That's all good, but ultimately business is just about adding value to other peoples lives and getting them to pay you for it.

Business is supposed to be fun. We're supposed to love what we're doing. Don't let these old folks convince you that business is about spreadsheets and MBA's and metrics and all that stuff. That's all good, but ultimately business is just about adding value to other peoples lives and getting them to pay you for it.

Profitability metrics are the lifeblood of any business. They reveal the company's ability to generate profit, a fundamental indicator of its success and sustainability.

By monitoring liquidity metrics, board members can ensure the company has sufficient cash on hand to pay its bills, meet payroll, and invest in growth opportunities.

My advice was to start a policy of making reversible decisions before anyone left the meeting or the office. In a startup, it doesn’t matter if you’re 100 percent right 100 percent of the time. What matters is having forward momentum and a tight fact-based data/metrics feedback loop to help you quickly recognize and reverse any incorrect decisions. That’s why startups are agile. By the time a big company gets the committee to organize the subcommittee to pick a meeting date, your startup could have made 20 decisions, reversed five of them and implemented the fifteen that worked.

For a long time it had seemed to me that life was about to begin—real life. But there was always some obstacle in the way. Something to be got through first, some unfinished business, time still to be served, a debt to be paid. Then life would begin. At last it dawned on me that these obstacles were my life. —FR. ALFRED D’SOUZA

life can be organized like a business plan. First you take an inventory of your gifts and passions. Then you set goals and come up with some metrics to organize your progress toward those goals. Then you map out a strategy to achieve your purpose, which will help you distinguish those things that move you toward your goals from those things that seem urgent but are really just distractions. If you define a realistic purpose early on and execute your strategy flexibly, you will wind up leading a purposeful life. You will have achieved self-determination, of the sort captured in the oft-quoted lines from William Ernest Henley’s poem “Invictus”: “I am the master of my fate / I am the captain of my soul.

Profit serves as a metric of efficiency and effectiveness, indicating that a company is utilizing its resources responsibly and creating value for all its stakeholders while minimizing its negative impact.

Whenever we look around the world, we see smart leaders – in politics, in business, in media – making terrible decisions. What they're lacking is not IQ, but wisdom. Which is no surprise; it has never been harder to tap into our inner wisdom, because in order to do so, we have to disconnect from all our omnipresent devices – our gadgets, our screens, our social media – and reconnect with ourselves.

The Six Steps to Success: 1) Define Success 2) Devise a Plan 3) Execute and Overcome Adversity 4) Measure Results with Key Metrics 5) Revise the Plan 6) Work Hard

It's crucial for companies to identify the specific regulatory bodies that apply to their business and ensure their internal financial metrics align with the relevant reporting standards.

ESG is more than a suite of metrics and statistical measurements. ESG begins with the habits, purchasing decisions, business choices, and lifestyles of individuals and groups of individuals.

The people we invite on the train are those with whom we are prepared to be vulnerable and real, with whom there is no room for masks and games. They strengthen us when we falter and remind us of the journey’s purpose when we become distracted by the scenery. And we do the same for them. Never let life’s Iagos—flatterers, dissemblers—onto your train. We always get warnings from our heart and our intuition when they appear, but we are often too busy to notice. When you realize they’ve made it on board, make sure you usher them off the train; and as soon as you can, forgive them and forget them. There is nothing more draining than holding grudges.

As business leaders we need to understand that lack of data is not the issue. Most businesses have more than enough data to use constructively; we just don't know how to use it. The reality is that most businesses are already data rich, but insight poor.

Vanity metrics wreak havoc because they prey on a weakness of the human mind.

Benchmarking is a key component of performing exceptionally well on ESG metrics.

just as Soviet managers responded by producing shoddy goods that met the numerical targets set by their overlords, so do schools, police forces, and businesses find ways of fulfilling quotas with shoddy goods of their own:

In natural ecosystems, the efficient allocation of capital is a prerequisite for all other success metrics. The same is true of economic systems. The efficient allocation of capital is a prerequisite for all other success metrics.

I often see teams that maniacally focus on their metrics around customer acquisition and retention. This usually works well for customer acquisition, but not so well for retention. Why? For many products, metrics often describe the customer acquisition goal in enough detail to provide sufficient management guidance. In contrast, the metrics for customer retention do not provide enough color to be a complete management tool. As a result, many young companies overemphasize retention metrics and do not spend enough time going deep enough on the actual user experience. This generally results in a frantic numbers chase that does not end in a great product.

The majority of business men are incapable of original thinking because they are unable to escape from the tyranny of reason. Their imaginations are blocked. —DAVID OGILVY

It’s worth repeating: for quantity to soar, relax expectations around quality. As you’re learning from your Idea Quota, generating lots of ideas requires a no-judgment zone.

We are trying to prove ourselves wrong as quickly as possible, because only in that way can we find progress. —RICHARD FEYNMAN

An old saying goes, “The faintest ink is better than the sharpest memory.” But that’s not true if you never go back to read what you wrote.

As Charles Eames once said, “The first question of design is not how it should look, but if it should even be.

The secret to doing good research,” Tversky once said, “is always to be a little underemployed. You waste years by not being able to waste hours.

Organizations from Google to Zappos to Ben & Jerry’s to NASA make dedicated nap rooms available to their employees.

Yet, as that perceptive seventh-grader put it at the very beginning of this book, creativity is “doing more than the first thing that comes to your mind.

You need to know which aspects of your business are too risky and then work to improve the metric that represents that risk.

Performance metrics are numbers in context, results related to the strategic goals of the business.

The solution? First, remember that “Metrics are people, too.” We need to be able to test the data by hand, in the messy real world, by talking to customers.

Don’t let perfectionism get in the way of rapid learning. Releasing a low-fidelity version of an idea into the world can be especially painful for a company with a commitment to quality.

In a nutshell, Blue Ocean Strategy is about creating completely new industries through fundamental differentiation as opposed to competing in existing industries by tweaking established models. Rather than outdoing competitors in terms of traditional performance metrics, Kim and Mauborgne advocate creating new, uncontested market space through what the authors call value innovation.

To get products approved, firms had to create applications to prove that medicines were ‘”safe and effective”, meaning more effective than doing nothing at all. That standard was never refined to include the more modern question: Is the product more effective than the dozens of other treatments for a particular conditions that are already on the market? Equally important, the FDA yardstick for approval did not include any consideration of price of cost-effectiveness – a metric that virtually all other countries now use as they consider admitting new drugs to their formula.

Cash flow analysis helps lenders assess a business's ability to generate sufficient cash to meet debt obligations. In terms of managing your business’s money, free cash flow is a good metric to keep front and center.

In 2009, the Bill & Melinda Gates Foundation launched a massive project to study 3,000 teachers in seven cities and learn what made them effective. The five metrics that most correlated with student learning were: 1. Students in this class treat the teacher with respect. 2. My classmates behave the way my teacher wants them to. 3. Our class stays busy and doesn’t waste time. 4. In this class, we learn a lot almost every day. 5. In this class, we learn to correct our mistakes.

However, simplicity is a virtue when developing metrics for your platform business. Overcomplex metrics make management less effective by introducing noise, discouraging frequent analysis, and distracting from the handful of data points that are most significant.

If people aren’t aware of the correlation between quantity and quality, persisting past the first good idea can be interpreted as perfectionism. Wasteful. People get annoyed when one contributor keeps throwing out new ideas when the majority is forming a consensus.

Browse. Go to Wikipedia.org and click “Random article” to be taken to one of the site’s millions of crowdsourced entries—then pretend it wasn’t random at all. What is Wikipedia trying to tell you? (Other online tools will send you to random websites, videos, and so on.)

Once you’ve assembled a set of observations, create a new frame to inspire ideas you can test: “How might we use brutal honesty the way a barber does to build trust with new customers?” That’s a much richer and more interesting prompt than “How can we build trust quickly?” ~

On the pathless path, the goal is not to find a job, make money, build a business, or achieve any other metric. It’s to actively and consciously search for the work that you want to keep doing. This is one of the most important secrets of the pathless path. With this approach, it doesn’t make sense to chase any financial opportunity if you can’t be sure that you will like the work. What does make sense is experimenting with different kinds of work, and once you find something worth doing, working backward to build a life around being able to keep doing it.

Creators ranging from Ludwig van Beethoven to Salvador Dalí to Thomas Edison have relied on naps to refresh their minds and spark insights. (Edison napped in what he called his “thinking chair.”) While sleeping at your office may still be frowned upon where you work, more and more leaders are catching on to the value of this tool.

In the shower, while making breakfast, on your morning run—during any lightly distracting physical activity, noodle on the problem in a relaxed manner. Then, before leaving for work, spend a few minutes jotting down possible solutions. Aim for a minimum of ten but count all iterations and variations. If you’re coming up with colors for a new logo, for instance, aquamarine and cornflower blue both count.

THE DISCIPLINE OF DOCUMENTATION At the d.school, we have a saying: “If you don’t capture it, it didn’t happen.” Memory isn’t as reliable as you might think. People chronically underestimate how much they’ll remember about something after even a few minutes have passed. This is even more true of our own ideas than simple facts like where we parked the car, or what our spouse wants from the take-out place.

Metrics, and especially averages, encourage you to focus on the middle of a market, but innovation happens at the extremes. You are more likely to come up with a good idea focusing on one outlier than on ten average users. We were discussing this recently in a meeting when a round of sandwiches arrived. ‘This proves my point exactly,’ I said, pointing at the food. The sandwich was not invented by an average eater. The Earl of Sandwich was an obsessive gambler, and demanded food in a form that would not require him to leave the card table while he ate. Weird consumers drive more innovation than normal ones. By contrast, it is perfectly possible that conventional market research has, over the past fifty years, killed more good ideas than it has spawned, by obsessing with a false idea of representativeness.

To arrive at a single successful product, 2,000 ideas become 100 working prototypes. Those 100 prototypes become 5 commercial products. Of the final 5, 1 will succeed. To truly grasp the implications of 2,000:100:5:1, however, forget the fact that we’re talking about toys, or even products in general. What we’ve found working with innovators of every kind is that the scale of this approach applies universally.

A more recent concern relates to “financialization” and associated short-termism. Financialization is the growing importance of norms, metrics, and incentives from the financial sector to the wider economy. Some of the concerns expressed are that, for example, managers are increasingly awarded stock options to align their incentives with those of shareholders; companies are often explicitly managed to increase short-term shareholder value; and financial engineering, such as share buybacks and earnings management, has become a more important part of senior managers’ jobs. The end result is that rather than finance serving business, business serves finance: the tail wags the dog. What John Kay described as “obliquity,” the idea that making money was a consequence of, or a second-order benefit of, serving one’s customers and building good businesses, is driven out (Kay 2010).

If You Only Track Five Metrics… Track as many of these as you can in your sales force automation system’s dashboards: New leads created per month (also, from what source). Conversion rate of leads to opportunities. Number of, and pipeline dollar value of, qualified opportunities created per month. This is the most important leading indicator of revenue! Conversion rates of opportunities to closed deals. Booked revenues in three categories: New Business, Add-On Business, Renewal Business.

When designing for digital mediums, it’s easy to become detached from how design decisions affect the end user. The word “user” itself can be a vehicle for that detachment. When the “user” doesn’t have a face and a name, it becomes a formless concept, blending in with other quantitative metrics and taking on any assumed needs to justify business decisions. It quickly becomes a number on a crowded dashboard, and its reaction to the product is just another metric to consider in an effort to increase revenue.

To get products approved, firms had to create applications to prove that medicines were "safe and effective”, meaning more effective than doing nothing at all. That standard was never refined to include the more modern question: Is the product more effective than the dozens of other treatments for a particular conditions that are already on the market? Equally important, the FDA yardstick for approval did not include any consideration of price of cost-effectiveness – a metric that virtually all other countries now use as they consider admitting new drugs to their formula.

If the right starting number isn’t six but the far side of six hundred, how do we bridge the gap between what people think they need and the scale of output that drives world-class results? It would help to use all the time available, for one thing. In our work at Stanford, we’ve found that even professional creatives tend to stop generating ideas before the allotted time. In most cases, people anchor on the first good idea the moment it’s been suggested and, once that happens, the energy in the room changes. The group spends the rest of the time effectively reassuring itself that the idea they’ve latched on to is a good one. I really think we’ve got ourselves a winner here, folks!

Enviva used impact quantification in its introduction and later under its climate change theme. It makes the point that it has avoided the release of 31 million metric tons of carbon dioxide equivalent emissions since its inception and equates them to four equivalent metrics. 3.5 billion gallons of gasoline not consumed. 34.5 billion pounds of coal not burned. 72.4 million barrels of oil not consumed. 5.3 million homes not using electricity for one year. This use of impacts is part of the straight line it draws from the 16 million metric tons of coal displaced to the avoided emissions and the equivalent measures. All of this illustrates its role in providing biomass to help customers reduce their carbon footprint.

From every direction, the place is under assault—and unlike in the past, the adversary is not concentrated in a single force, such as the Bureau of Reclamation, but takes the form of separate outfits conducting smaller attacks that are, in many ways, far more insidious. From directly above, the air-tour industry has succeeded in scuttling all efforts to dial it back, most recently through the intervention of Arizona’s senators, John Kyl and John McCain, and is continuing to destroy one of the canyon’s greatest treasures, which is its silence. From the east has come a dramatic increase in uranium-mining claims, while the once remote and untrammeled country of the North Rim now suffers from an ever-growing influx of recreational ATVs. On the South Rim, an Italian real estate company recently secured approval for a massive development whose water demands are all but guaranteed to compromise many of the canyon’s springs, along with the oases that they nourish. Worst of all, the Navajo tribe is currently planning to cooperate in constructing a monstrous tramway to the bottom of the canyon, complete with a restaurant and a resort, at the confluence of the Little Colorado and the Colorado, the very spot where John Wesley Powell made his famous journal entry in the summer of 1869 about venturing “down the Great Unknown.” As vexing as all these things are, what Litton finds even more disheartening is the country’s failure to rally to the canyon’s defense—or for that matter, to the defense of its other imperiled natural wonders. The movement that he and David Brower helped build is not only in retreat but finds itself the target of bottomless contempt. On talk radio and cable TV, environmentalists are derided as “wackos” and “extremists.” The country has swung decisively toward something smaller and more selfish than what it once was, and in addition to ushering in a disdain for the notion that wilderness might have a value that extends beyond the metrics of economics or business, much of the nation ignorantly embraces the benefits of engineering and technology while simultaneously rejecting basic science.

A good metric is a ratio or a rate. Accountants and financial analysts have several ratios they look at to understand, at a glance, the fundamental health of a company. You need some, too. There are several reasons ratios tend to be the best metrics: • Ratios are easier to act on. Think about driving a car. Distance traveled is informational. But speed—distance per hour—is something you can act on, because it tells you about your current state, and whether you need to go faster or slower to get to your destination on time. • Ratios are inherently comparative. If you compare a daily metric to the same metric over a month, you’ll see whether you’re looking at a sudden spike or a long-term trend. In a car, speed is one metric, but speed right now over average speed this hour shows you a lot about whether you’re accelerating or slowing down. • Ratios are also good for comparing factors that are somehow opposed, or for which there’s an inherent tension. In a car, this might be distance covered divided by traffic tickets. The faster you drive, the more distance you cover—but the more tickets you get. This ratio might suggest whether or not you should be breaking the speed limit.

These include: the Bar Raiser hiring process that ensures that the company continues to acquire top talent; a bias for separable teams run by leaders with a singular focus that optimizes for speed of delivery and innovation; the use of written narratives instead of slide decks to ensure that deep understanding of complex issues drives well-informed decisions; a relentless focus on input metrics to ensure that teams work on activities that propel the business. And finally there is the product development process that gives this book its name: working backwards from the desired customer experience. Many of the business problems that Amazon faces are no different from those faced by every other company, small or large. The difference is how Amazon keeps coming up with uniquely Amazonian solutions to those problems. Taken together, these elements combine to form a way of thinking, managing, and working that we refer to as being Amazonian, a term that we coined for the purposes of this book. Both of us, Colin and Bill, were “in the room,” and—along with other senior leaders—we shaped and refined what it means to be Amazonian. We both worked extensively with Jeff and were actively involved in creating a number of Amazon’s most enduring successes (not to mention some of its notable flops) in what was the most invigorating professional experience of our lives.

True understanding is to see the events of life in this way: “You are here for my benefit, though rumor paints you otherwise.” And everything is turned to one’s advantage when he greets a situation like this: You are the very thing I was looking for. Truly whatever arises in life is the right material to bring about your growth and the growth of those around you. This, in a word, is art—and this art called “life” is a practice suitable to both men and gods. Everything contains some special purpose and a hidden blessing; what then could be strange or arduous when all of life is here to greet you like an old and faithful friend? I had a dream many years ago that sums up this thought in a different way, one that has become a sustaining metaphor for me. I am on a train going home to God. (Bear with me!) It’s a long journey, and everything that happens in my life is scenery along the way. Some of it is beautiful; I want to linger over it awhile, perhaps hold on to it or even try to take it with me. Other parts of the journey are spent grinding through a barren, ugly countryside. Either way the train moves on. And pain comes whenever I cling to the scenery, beautiful or ugly, rather than accept that all the scenery is grist for the mill, containing, as Marcus Aurelius counseled us, some hidden purpose and a hidden blessing. My family, of course, is on board with me. Beyond our families, we choose who is on the train with us, who we share our journey with. The people we invite on the train are those with whom we are prepared to be vulnerable and real, with whom there is no room for masks and games. They strengthen us when we falter and remind us of the journey’s purpose when we become distracted by the scenery. And we do the same for them. Never let life’s Iagos—flatterers, dissemblers—onto your train. We always get warnings from our heart and our intuition when they appear, but we are often too busy to notice. When you realize they’ve made it on board, make sure you usher them off the train; and as soon as you can, forgive them and forget them. There is nothing more draining than holding grudges.

Was this luck, or was it more than that? Proving skill is difficult in venture investing because, as we have seen, it hinges on subjective judgment calls rather than objective or quantifiable metrics. If a distressed-debt hedge fund hires analysts and lawyers to scrutinize a bankrupt firm, it can learn precisely which bond is backed by which piece of collateral, and it can foresee how the bankruptcy judge is likely to rule; its profits are not lucky. Likewise, if an algorithmic hedge fund hires astrophysicists to look for patterns in markets, it may discover statistical signals that are reliably profitable. But when Perkins backed Tandem and Genentech, or when Valentine backed Atari, they could not muster the same certainty. They were investing in human founders with human combinations of brilliance and weakness. They were dealing with products and manufacturing processes that were untested and complex; they faced competitors whose behaviors could not be forecast; they were investing over long horizons. In consequence, quantifiable risks were multiplied by unquantifiable uncertainties; there were known unknowns and unknown unknowns; the bracing unpredictability of life could not be masked by neat financial models. Of course, in this environment, luck played its part. Kleiner Perkins lost money on six of the fourteen investments in its first fund. Its methods were not as fail-safe as Tandem’s computers. But Perkins and Valentine were not merely lucky. Just as Arthur Rock embraced methods and attitudes that put him ahead of ARD and the Small Business Investment Companies in the 1960s, so the leading figures of the 1970s had an edge over their competitors. Perkins and Valentine had been managers at leading Valley companies; they knew how to be hands-on; and their contributions to the success of their portfolio companies were obvious. It was Perkins who brought in the early consultants to eliminate the white-hot risks at Tandem, and Perkins who pressed Swanson to contract Genentech’s research out to existing laboratories. Similarly, it was Valentine who drove Atari to focus on Home Pong and to ally itself with Sears, and Valentine who arranged for Warner Communications to buy the company. Early risk elimination plus stage-by-stage financing worked wonders for all three companies. Skeptical observers have sometimes asked whether venture capitalists create innovation or whether they merely show up for it. In the case of Don Valentine and Tom Perkins, there was not much passive showing up. By force of character and intellect, they stamped their will on their portfolio companies.

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The user interface of an EIS program could be set up to show the most important information, metrics, and trends. The programmer or administrator could set ranges and parameters that defined when items needed attention and triggered visual alert messages. That way bigwigs with limited time to spare could quickly flip through the pertinent information, only pausing to dig into the nuts and bolts when they saw the flashing red light.

Jack’s secret is not just to reward people for their profit contribution in the “great game of business.” It’s to put real numbers right in workers’ faces so they make better decisions every minute, every day, for every customer. I would go one step further, and maybe Jack already has. I would give employees a minor share in the overall company, but I would also then use software to measure each individual’s or team’s contributions after fair overhead allocations and direct costs. This would mean the back-line “servers” have fair revenue recognition of their efforts on behalf of the front-line “browsers” who actually serve the end customers. Is this not possible in a light-speed world of software and business metrics? We need more real business leaders and visionaries like Jack Stack, not BS Wall Street leverage artists or old-line corporate managers who merely streamline their top-down management systems while their workers wait for their unfunded retirement and death. And we need real educators, like Neil deGrasse Tyson, who can make science understandable to everyday people. Most of all, we need people to love what they do so much that they won’t even think of retiring at age 63 or 65 or even 75. They’re so productive and happy that they don’t worry about a retirement that doesn’t make sense to them anymore, though it’s there if they have health challenges. They’re too busy satisfying their customers and creating new businesses to contemplate life without that fulfillment. They’re so focused on what they do that they’re like the champion basketball player who’s totally “in state” and one with his process. They’re certainly not bored or waiting to retire and do nothing!

Money is a means to an end, the fuel for our lifestyle—and profit is the only money in business that you get to keep. Is that all profit is, then? The leftover money that you get to keep? Not really. For your business, profit is a success score based on how well you’ve managed to create real solutions to real problems for real people (remember, as a business owner, that is your actual job). Profit is a result of both efficacy and efficiency. Your efficacy (or effectiveness) is measured by the revenue you generate, but that’s a deceivingly simple answer. How much revenue you generate is determined by how clear your purpose is, who your business is designed to serve, how well your customers perceive you are at fulfilling that purpose, and how many people know you and your business exist. Efficiency is the simpler (if not easier) metric. Measured by your business expenses, efficiency is the amount of time, energy, and money it takes to fulfill your purpose—at least, as well as you are fulfilling it right now.

The Amazon Deliver Results leadership principle states, “Leaders focus on the key inputs for their business and deliver them with the right quality and in a timely fashion. Despite setbacks, they rise to the occasion and never settle.” Shipping speed is a key input metric for Amazon. So, if you are customer obsessed, then you’re also obsessed with measuring and improving the shipping experience for customers.

The WBR is an important embodiment of how metrics are put into action at Amazon, but it isn’t the only one. Metrics dashboards and reports are established by every engineering, operations, and business unit at the company. In many cases metrics are monitored in real time, and each critical technical and operational service receives an “alarm” to ensure that failures and outages are identified instantly. In other cases, teams rely on dashboards that are updated hourly or daily for their metrics.

Our third-quarter financial results released on October 21, 2004, showed that sales had grown by 29 percent year over year. Free cash flow had increased by 76 percent. Many corporations would look at such growth figures with envy, but a closer look at our financials at the time revealed a more concerning picture. Throughout 2004, Amazon sales had continued to grow, but the rate of growth decreased from the prior year, across all lines of business. The output metric of sales revenue was not growing as fast as we wanted.

normally and performance is not degrading over time. As your fundamental understanding of what drives the business improves, it’s common for the WBR to become an exception-based meeting rather than a regular one for discussing each and every metric.

When the retail, operations, and finance teams began to construct the initial Amazon WBR, they turned to a well-known Six Sigma process improvement method called DMAIC, an acronym for Define-Measure-Analyze-Improve-Control.1 Should you decide to implement a Weekly Business Review for your business, we recommend following the DMAIC steps as well. The order of the steps matters. Progressing through this metrics life cycle in this order can prevent a lot of frustration and rework, allowing you to achieve your goals faster.

To enable this strategy, Cisco employs metrics that seek out instances in which the same capability is provided across multiple industry verticals—health care or the automotive business, for example. That is a sign that the platform is missing important features that should be part of the next round of continuous platform innovation.

Don’t worry about the level of individual prominence you have achieved; worry about the individuals you have helped become better people. This is my final recommendation: Think about the metric by which your life will be judged, and make a resolution to live every day so that in the end, your life will be judged a success.

Understanding and tracking 10 most crucial google analytics metrics Google Analytics proves to be an invaluable asset for businesses of varying sizes, offering comprehensive analysis capabilities. It empowers users to gain insights into their content, websites, and incoming traffic, thereby aiding in the enhancement of overall strategy and campaign planning. It is imperative to familiarize oneself with Google Analytics before engaging in practical application. Obtaining a Google Analytics certification serves as an excellent introductory step, and it is worth noting that this certification is available for free. By incorporating Google Analytics into your digital marketing toolkit, you can significantly bolster your online marketing endeavors. For more information on analytics metrics, Google Analytics certification, and measurement, please refer to the accompanying blog.

Structure from Content Lesson #1: There must be an individual or, better, a set of individuals with relevant ethical, legal, and business expertise, who determine which, if any, of the mathematical metrics of fairness are appropriate for the particular use case.

Whenever possible, the innovation team should be cross-functional and have a clear team leader, like the Toyota shusa. It should be empowered to build, market, and deploy products or features in the sandbox without prior approval. It should be required to report on the success or failure of those efforts by using standard actionable metrics and innovation accounting.

There is no one metric that captures all facets of financial performance. But if I had to pick a single one, I would choose return on invested capital (ROIC). ROIC compares the profit realized from business operations (operating income) with the capital (equity and debt) that is employed to generate that profit. In other words, ROIC tells us how good a business is at turning investors’ funds into income from operations.1

Cash is an asset and so it is included in the value of assets, equity and capital in our valuation metrics. But cash does not generate a return for the business because it is not being deployed by the business.

Keep metrics simple and actionable.

HR Metrics are the smartest way to make your HR practices effective and efficient.

All metrics are not for everyone.

If your product trio is already negotiating outcomes with your product leader, congratulations! However, remember to keep these tips in mind as you set outcomes with your leader: Is your team being tasked with a product outcome and not a business outcome or a traction metric? If you are being tasked with a traction metric, is the metric well known? Have you already confirmed that your customers want to exhibit the behavior being tracked? If it’s the first time you are working on a new metric, are you starting with a learning goal (e.g., discover the relevant opportunities) before committing to a challenging performance goal?

Focusing on one outcome to the detriment of all else. Like we saw in the Wells Fargo story, focusing on one metric at the cost of all else can quickly derail a team and company. In addition to your primary outcome, a team needs to monitor health metrics to ensure they aren’t causing detrimental effects elsewhere. For example, customer-acquisition goals are often paired with customer-satisfaction metrics to ensure that we aren’t acquiring unhappy customers. To be clear, this doesn’t mean one team is focused on both acquisition and satisfaction at the same time. It means their goal is to increase acquisition without negatively impacting satisfaction.

Procurement, though, cannot move to a high achieving team acting alone, but if the will, desire, drive and commitment are there, it will succeed. It will require passionate and committed leadership. What this book describes and provides readers is how to progress to this aspiration and subscribe to the following value proposition, “Procurement is the key and respected organisation resource that secures goods, services and materials to the organisation aligned with key business performance metrics, strategic objectives, priorities and values. It is the primary commercial team in the business.

his five-decade dictatorial control of the FBI to transform the agency into a vehicle for shielding organized crime, fortifying his corrupt political partners, oppressing Black Americans, surveilling his political enemies, suppressing free speech and dissent, and as a platform for building a cult of personality around his own inflated ego. More recently, Dr. Fauci’s perennial biographer, Charles Ortleb, analogized Dr. Fauci’s career and pathological mendacity to the sociopathic con men Bernie Madoff and Charles Ponzi.37 Another critic, author J. B. Handley, labeled Dr. Fauci “a snake oil salesman” and a “bigger medical charlatan than Rasputin.”38 Economist and author Peter Navarro, former Director of Trade and Manufacturing Policy, observed during a national network television interview in April 2021 that “Fauci is a sociopath and a liar.”39 His white lab coat, his official title, and his groaning bookshelves crowded with awards from his medical cartel collaborators allow Dr. Fauci to masquerade as a neutral, disinterested scientist and selfless public servant driven by a relentless commitment to public health. But Dr. Fauci doesn’t really do public health. By every metric, his fifty-year regime has been a catastrophe for American health. But as a businessman, his success has been boundless. In 2010, Dr. Fauci told adoring New Yorker writer Michael Specter that his go-to political playbook is Mario Puzo’s novel The Godfather.40 He spontaneously recited his favorite line from Puzo’s epic: “It’s nothing personal, it’s strictly business.

Think Human. Unless you’re in the business of sterilizing things, business is no place to be sterile. Have the boldness to look beyond numbers and spreadsheets and allow your heart to have a say in the matter. Bear in mind that the intangibles are every bit as real as the metrics—oftentimes even more important. The simplest way—and most effective way—to connect with human beings is to speak with a human voice. It may be necessary in your business to market to specific target groups, but bear in mind that every target is a human being, and human beings respond to Simplicity. Best advice: Just be true to your species.

These capabilities include (but are not restricted to): ​•​Application security ​•​Commercial and operational viability analysis ​•​Design and architecture ​•​Development and coding ​•​Infrastructure and operability ​•​Metrics and monitoring ​•​Product management and ownership ​•​Testing and quality assurance ​•​User experience (UX)

All the metrics above are lag measures. To illustrate, consider W. Edwards Deming's comments that managing a company by looking at financial data, which are lag measures, is like “driving a car by looking in the rearview mirror.

provider also bolstered the employee referral plan and implemented better metrics such as ‘hiring manager satisfaction’ with the pool of candidates sent by the provider.

Unveiling London E-commerce Triumph: Decoding Data with WooCommerce Analytics In the bustling realm of London e-commerce, navigating the digital landscape requires not just intuition but informed decision-making backed by data. This is where the marriage of WooCommerce and analytics becomes a game-changer. In this exploration, we delve into the nuances of leveraging WooCommerce Analytics for e-commerce success in London. As we embark on this journey, the expertise of a dedicated woocommerce development in london adds a unique perspective, unraveling the potential of data decoding in the heart of the e-commerce landscape. Understanding the London E-commerce Scene This section emphasizes the importance of understanding the unique characteristics of the London e-commerce landscape. It underscores the need for businesses to be attuned to local market trends, consumer preferences, and the digital sophistication of the London audience to effectively leverage WooCommerce Analytics. The Role of WooCommerce Agency in London E-commerce Analytics 1. Proactive Data Strategy: Setting the Foundation This point explains the proactive role of a WooCommerce agency in London in establishing a robust data strategy. It involves setting up analytics tools, defining KPIs, and aligning data collection with the specific goals of London e-commerce businesses. 2. Tailoring Analytics to London Market Trends Here, the focus is on tailoring analytics solutions to capture and interpret data that is directly relevant to the ever-evolving market trends of London. A WooCommerce agency in London customizes analytics approaches to provide actionable insights for businesses in the local market. Key Metrics and KPIs for London E-commerce Success 3. Conversion Rate Optimization (CRO): Turning Clicks into Transactions This point explores the pivotal role of Conversion Rate Optimization (CRO) in London e-commerce. It delves into how a WooCommerce agency in London optimizes the conversion rate by refining the checkout process, analyzing user journeys, and enhancing the overall user experience to maximize sales. 4. Customer Lifetime Value (CLV): Fostering Long-Term Relationships The focus here is on the importance of Customer Lifetime Value (CLV) analytics. It explains how a WooCommerce agency in London helps businesses identify high-value customers, tailor marketing strategies, and foster long-term relationships for sustained success. WooCommerce Analytics Tools and Implementations 5. Google Analytics Integration for Comprehensive Insights This point delves into the integration of Google Analytics with WooCommerce. It explains how a WooCommerce agency in London guides businesses through the integration process, utilizing Google Analytics to gain comprehensive insights into user behavior, traffic sources, and website performance. 6. Custom Reports and Dashboards: Tailoring Insights for London Businesses Here, the emphasis is on the creation of custom reports and dashboards by a WooCommerce agency in London. These tailored insights provide businesses with specific information relevant to their products, target audience, and market trends, enhancing decision-making accuracy. Analyzing User Behavior for Enhanced User Experience 7. Heatmaps and User Flow Analysis: Optimizing the Customer Journey This point explores the use of heatmaps and user flow analysis to optimize the customer journey in London e-commerce. A WooCommerce agency in London employs these tools to uncover patterns, identify bottlenecks, and make strategic adjustments for a seamless user experience. 8. Abandoned Cart Analysis: Recovering Lost Opportunities This section discusses the significance of abandoned cart analysis. It explains how a WooCommerce agency in London utilizes analytics to understand the reasons behind cart abandonment and implements targeted strategies to recover potentially lost sales through personalized retargeting campaigns.

There is certain work that cannot be done well and cannot be done poorly. It can only be done or undone. There is no success metric for a job that simply keeps me busy, so I ignore her empty praise.

Prioritizing Your Email Roadmap Chances are you’ll need a Hail Mary. And a Net Promoter Score survey email. And a newsletter. And… And… And… If you are getting started with your email program, the list of emails you’ll need will probably be very long. Do you need to do everything at once? Definitely not. In fact, it’s best to start your program by aligning with business priorities and getting results before thinking about expanding. What areas are most troublesome in your business right now? What metric are you expected to move with email? Is it: Engagement? Retention? Conversion? Revenue? Signups? If none of those stick out above the rest, start from the top. Welcome and onboarding emails set the tone for product usage. Better onboarding and value communication lead to reductions in churn and disengagement down the road. Welcome and onboarding emails are also sent to most, if not all, of your users, thus they have a greater potential to influence user behaviors. At Highlights, for example, we set up a welcome email, five onboarding emails, and an upsell email the week before we launched the product. The goal was to maximize the number of people in a position to convert. It also allowed us to start getting some data to optimize performance. In general, you’ll want to prioritize emails that: send a lot (large volume of sends); send consistently (every day, or every week at least); and have the potential to have a big impact on a key business goal. In the beginning especially, you want to make sure that you have a clear goal or metric to monitor with the aim of evaluating performance with user data. Start implementing a first sequence, test, gather data, and move on to the next sequence.

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Benchmarks should aid rather than substitute multifaceted, human-centric assessment focused on benefiting diverse populations. We must see behind the leaderboard, upholding wisdom over metrics. Tools like model cards and datasheets support responsible benchmark practices. But comprehensive governance requires collaboration at all levels of society.

One company that did wake up to the importance of employee health was Safeway. The supermarket chain’s former CEO Steve Burd recounts that in 2005 Safeway’s health care bill hit $1 billion and was going up by $100 million a year. “What we discovered was that 70 percent of health care costs are driven by people’s behaviors,” he says. “Now as a business guy, I thought if we could influence the behavior of our 200,000-person workforce, we could have a material effect on health care costs.