Quotes & Sayings About Business Metrics

You as the leader should have a Function Accountability Chart (FAC) to help CEOs and managers to see clearly the person who is accountable for each role and key positions. It should also show the metrics or key performance indicators assigned for each of the main functions of the business. Each item on the Profit & Loss, and Balance Sheet should be assigned to specific people who are accountable for these roles. Each team should know their responsibilities, accountabilities and who they are answerable — Emily Goldstein

When I moved into management, it was all about managing people and keeping them motivated - I didn't use sales metrics to drive my business. Now, everything comes from the numbers. — Jim McDonough

What was unique about me being in City Hall during the Giuliani Administration, I was the only one who wasn't an attorney. I may have been the only one who didn't work in a prosecutor's office. So I took a completely different point of view on how the city should be run. Very close to a business, very close on metrics and numbers. — Joe Lhota

A company at the top of its game has accumulated a number of rules of thumb - implicit assumptions and beliefs about what has been central to its success. New technologies and business models belie or change some of those assumptions, but they only seem sensible if the management team can become aware of those implicit assumptions and mind-sets and suspend them for a moment to contemplate the change. It's very hard to do that with the inherited wisdom, experience, and lore of a company. This is why the failures of incumbents to capture the benefits of disruptive innovations are a result not of bad managers, but of good managers practicing what they have done best. Incremental innovations can quickly be scaled and incorporated. Disruptive innovations require changes in customer sets, business models, or performance metrics that are no longer consistent with what led to success in the past. — Stefan Heck

Your typical business just measures the metrics that have to do with the profitability of the business one way or another. But you can have metrics that measure employee happiness and the morale. You can also do direct customer surveys; you can track it over time. You can do supplier satisfaction scores as well. — John Mackey

It's never a metric, it's where the person is going or not. Metrics are used to make things work better, but don't necessarily make a business better. — Keith Rabois

Nearly every business collects metrics on inventory, sales, and workplace process. Health care has been slow to measure these kinds of outcomes. Increasingly, general medicine, via either managed care or large practice settings, is improving by collecting data through electronic records and refining practice based on what works. — Thomas R. Insel

following one process and the development team with different process philosophies, terms and metrics. In Waterfall, once a "plan" is baked and approved, there is an expectation that the plan will be followed and delivered upon, even if the development team is using Agile to execute. Now I'm going to say it, "But that's not truly Agile," since Agile requires the plan to be flexible and consistently reprioritized and revised. We see this approach so often that we've heard many describe it as, "WaterScrumFall. " It's really business as usual — Anonymous

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. — Steven Gary Blank

Increasingly, there will be accountability to the business side, especially in the world of ad viewability. This is the awkward term for a new insistence from marketers that they'll pay up only if at least 50% of an ad is in view for at least one continuous second. In that scenario, reading versus browsing is critical because it means ads on a post will be seen, pushing up click-throughs and ad rates. I suggested Super Journalists would get paid for hitting certain time-spent metrics. Well, for one post anyway, I hit a few super numbers tracked by Moat. After about 1,000 views, my average active dwell time (that is, time spent reading) was — Anonymous

IT metrics need to evolve to something that matters to the business audience; at the same time that "business sentiment" needs to get put into something more tangible. — Pearl Zhu

Buyer Legends is a business process that uses storytelling techniques to map the critical paths a prospective buyer might follow on his journey to becoming a buyer.

This process aligns strategy to brand story to the buyer's actual experience on their customer journey.

These easy-to-tell stories reveal the opportunities and gaps in the customer's experience versus the current marketing & sales process.

These legends communicate the brand's story intent and critical touch point responsibilities within every level of an organization, from the boardroom to the stockroom.

Buyer Legends reconcile the creative process to data analysis; aligning metrics with previously hard-to-measure marketing, sales, and customer service processes. The first result is improved execution, communications, and testing. The second result is a big boost to the bottom line. — Bryan Eisenberg