Case Study: Creating team-level success metrics
At a recent client, some product groups (3 to 5 teams each) were using analytics but most were not. In one of these groups not using analytics, there was an overwhelming push to deliver. Once they delivered, they moved on to the next feature without measuring success or failure.
Fast forward to 2023 and all the teams in this group are now setting team-level success metrics and aligning them to group and company goals.
With agreed-upon success metrics, the teams are more empowered to make product decisions.
They can now use data analysis in their negotiations with stakeholders' opinions and changes of focus.
They can argue that their work is not “finished” until the success metrics are achieved.
This transformation to team-level success metrics involved the Group Product Manager, her Product Managers, the person in charge of OKRs for the organization, analytics advisors, data analysts, an internal coach, myself and several other leads and individual contributors.
This is an example of leaders moving away from the “analytics-free” environment by changing the behavior of their organization and themselves.
Jim coaches Product Management organizations in startups, scale ups and Fortune 100s.
He's a Silicon Valley entrepreneur with over two decades of experience including an IPO ($450 million) and a buyout ($168 million). These days, he coaches Product leaders and teams to find product-market fit and accelerate growth across a variety of industries and business models.
Jim graduated from Stanford University with a BS in Computer Science and currently lectures at UC Berkeley in Product Management.
