Metrics_ How to Improve Key Business Results - Martin Klubeck [21]
What do I mean by metric? Do I mean the metric part of the equation or does it include the whole thing—root question, metric, information, measures, and data? If you’d read the book already, you’d know the answer to this question. The metric cannot be done properly without the root question, and is made up of information, measures, data, and other metrics. Even with that—what I mean in the root question may be a little different than this because the outcome of following the process may be to not create a metric. In that case, using the root question to provide an answer would be a success—although no metric was designed.
Based on this exercise, if I chose to keep the root question the same, I’d now know much better how to draw the picture. Chances are though, after analyzing each word in the question, I would rewrite the question. The purpose behind my question was to determine if the book was successful. And since success could result in not designing metrics, I would rewrite my question to be more in tune with what I actually deem success—the effective use of my system. The new root question might be: How effective is my system in helping people who want or need to design metrics?
Testing the Root Question
If you think you’ve got the root question identified, you’re ready to proceed. Of course, it may be worthwhile to test the question to see if you’ve actually succeeded.
Test 1. Is the “root” question actually asking for information, measures, or data? “I’d like to know the availability of system X.” This request begs us to ask, “Why?” There is an underlying need or requirement behind this seemingly straightforward question. When you dig deep enough, you’ll get to the real need, which is simply a request for data. The root question should not be a direct request for data. The following are examples of requests for data: Do we have enough gas to reach our destination? Is the system reliable or do we need a backup? How long will it take to complete the project?
Test 2. Is the answer to the question going to be simple? Is it going to be a measure? Data? If the answers are either “yes” or “no,” chances are you’re not there yet or the question doesn’t require a metric to provide an answer. It may seem too easy—that you wouldn’t get questions after all this work that could be answered with a yes or no. But, it happens. It may mean only a little rework on the question, but that rework is still necessary. Is our new mobile app going to be a best seller? Should we outsource our IT department? Are our employees satisfied? These may seem like good root questions, but, they can all be answered with a simple yes or no.
Test 3. How will the answer be used? If you’ve identified a valid root question, you will have strong feelings, or a clear idea of how you will use the answer. The answer should provide discernable benefits. Let’s take my question about the effectiveness of this book at helping readers develop metrics. If I learn that it’s highly effective at helping readers, what will I do? I may use the information to gain opportunities for speaking engagements based on the book. I may submit the book to be considered for a literary award. I may have to hold a celebration. If the answer is that the book is ineffective, then I may investigate possible means of correcting the situation. I may have to offer handbooks/guidelines on how to use the book. I may have to offer more information via a web site. If the feedback is more neutral, I may look at ways to improve in a later edition.
The key is to have predefined expectations of what you will do with the answers you’ll receive. When I ask a client how they’ll use the answer, if I get a confused stare or their eyes gloss over, I know we’re not there yet.
Test 4. Who will the answer be shared with? Who will see the metric? If the answer is only upper management, then chances are good that you need to go back to the drawing board. If you’ve reached the root question, many more people should benefit from seeing the answer. One key recipient of the answer