it's nearly impossible to be metrics-driven without data :o
but, qualitative feedback can be a good alternative - getting direct customer (buyer and user) feedback, either through live research or async surveys, with questions about what constitutes value, what features are must-have, and what is critical to completing the workflow can provide signal as well
you could also build usage / value reports within the product and then talk to your users about the results they're seeing (not seeing)
Personally, I prefer a structure like Impact Mapping to identify the team-specific work on Outcomes of a given segment, to help them identify their contribution to company-level metrics without getting lost in waiting for lagging indicators to change (any typically not as a result of their actions).
To jump on the offer you made at the end of the episode, below is why we are struggling to follow the advice.
I work in B2B (large) Enterprise and the challenge we are facing is not so much finding arguments how our work potentially connects to revenue but more so the difficulty of proofing that we do so successfully (or not). This is due the inertia and lack of visibility in this space, making it very hard to find metrics, even down the metric-ladder, that we can track and move in a reasonable time horizon.
To be more specific, security often dictates that our product needs to be run by the Enterprise itself. This means we have little to no information flowing back from it electronically, such as logs, usage reports, or analytics data. Most of the data we get is through e-mail (user contacts support) or personal conversation with the user.
Do you have any advice on how to be more metrics-driven in such an environment?
it's nearly impossible to be metrics-driven without data :o
but, qualitative feedback can be a good alternative - getting direct customer (buyer and user) feedback, either through live research or async surveys, with questions about what constitutes value, what features are must-have, and what is critical to completing the workflow can provide signal as well
you could also build usage / value reports within the product and then talk to your users about the results they're seeing (not seeing)
Personally, I prefer a structure like Impact Mapping to identify the team-specific work on Outcomes of a given segment, to help them identify their contribution to company-level metrics without getting lost in waiting for lagging indicators to change (any typically not as a result of their actions).
could you share an example / template?
Great content as always.
To jump on the offer you made at the end of the episode, below is why we are struggling to follow the advice.
I work in B2B (large) Enterprise and the challenge we are facing is not so much finding arguments how our work potentially connects to revenue but more so the difficulty of proofing that we do so successfully (or not). This is due the inertia and lack of visibility in this space, making it very hard to find metrics, even down the metric-ladder, that we can track and move in a reasonable time horizon.
To be more specific, security often dictates that our product needs to be run by the Enterprise itself. This means we have little to no information flowing back from it electronically, such as logs, usage reports, or analytics data. Most of the data we get is through e-mail (user contacts support) or personal conversation with the user.
Do you have any advice on how to be more metrics-driven in such an environment?