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Vanity vs impact presentation

Human beings optimize what they measure. If you manage the wrong metric, you will fail to achieve your desired outcome. But It doesn’t have to be this way.

The best skill startup investors have is choosing the right metric. They know that return on investment is years away, therefore they must have the ability to track progress toward the return.

If we can’t measure money and we can’t measure team productivity, what’s left?

In this highly actionable presentation, author and Startup founder Brant Cooper introduced the VALUE STREAM DISCOVERY TOOL, a step-by-step process for determining the right metrics to focus on. You’ll learn how to evaluate how customers behave throughout their journey, what tactics you might use to elicit that behavior, and how to measure their progress.

Additionally, the framework can be used to measure the progress of virtually any internal project, including innovation programs themselves!

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Vanity vs impact presentation

  1. 1. Photo by Gabriel Barletta on Unsplash Disruption for All Vanity vs Impact Metrics for Innovation Programs By Brant Cooper
  2. 2. our organizational systems and structures are based upon the industrial age
  3. 3. we’re not in the industrial age anymore
  4. 4. where uncertainty is a sure thing we’re in the middle of systematic disruption
  5. 5. KNOWN UNKNOWN learnexecute Measure outcomes Measure progress
  6. 6. Em Understanding customers deeply; their pains, passions and needs. EMPATHY Ex Assumption busting through testing behavior EXPERIMENTS Ev Making decisions quickly informed by insights and data EVIDENCE THE 5 ELEMENTS OF DISRUPTION POETRY Eq EQUILIBRIUM Balance execute vs explore; work, family, wellness and so on Et ETHICS Doing the right thing; solving problems; creating value
  7. 7. © Moves the Needle All rights reserved eating your own dog food • Develop empathy for colleagues, leaders, and team members • Run experiments to find where you can learn how to inspire, motivate and drive impact • Let evidence guide decisions • Adopt agile mindset in every day work • Prioritize with uncertainty in mind
  8. 8. © Moves the Needle All rights reserved execution metrics* • Strategic Objectives: High level statements that outline exactly what you want to achieve and by when • KPI: A quantifiable measure used to evaluate the success of an organization, employee, etc. in meeting objectives for performance (OXFORD) • OKR: Objectives and key results is a goal- setting framework for defining and tracking objectives and their outcomes (WIKIPEDIA) *execution metrics measure the steps taken and their results. We know (or hope) that these lead to accomplishing the objectives.
  9. 9. © Moves the Needle All rights reserved learning metrics* • Strategic objectives can stay the same • Requires understanding of known vs unknown • Indicates progress of learning *learning metrics measure the the behavior change of stakeholders
  10. 10. innovat ion program me trics
  11. 11. PASSIONATESATISFIEDHOPEFULCONVINCEDTRUSTINGINTRIGUEDAWARE VALUE STREAM DISCOVERY* METRICS-DRIVEN *Based on NYT BestSeller, The Lean Entrepreneur by Brant Cooper
  12. 12. © Moves the Needle All rights reserved TASK: Brainstorm and identify all key Stakeholders “MARKET SEGMENTS” STAKEHOLDERS Brainstorm all key Stakeholders Who are the early adopters and supporters? How does your work impact them? How often do they interact with your “product”?
  13. 13. © Moves the Needle All rights reserved What does she want/need/aspire to? Where does she “hang out”? CUSTOMER PROBLEM ZOOM unique attributes under extreme pressure to deliver numbers likes to code; has background in tech Influenced by Kara Swisher attends innovation conferences constantly reading leadership books likes to attend company lunch and learns Carie Castle behaviors zoom-in What’s her work like? What’s her style? Who influences her? What’s a big unmet need? What does she do? Where does she “hang out”? Picture Name Customer Problem statement no time for learning mode active on MS Teams professional, veteran product executive, managing fortune 100 product organization wants to be considered “thought leader" c-suite opportunity boss doesn’t “get it” make world a better place goals team too slow time, time, time What’s getting in her way from achieving her needs? obstacles time to test ideas
  14. 14. PASSIONATE VALUE STREAM DISCOVERY* METRICS-DRIVEN PROGRESS *Based on NYT BestSeller, The Lean Entrepreneur by Brant Cooper SATISFIEDINTRIGUED
  15. 15. VALUE STREAM DISCOVERY INTRIGUED © Moves the Needle All rights reservedWhat defines an Intrigued stakeholder? : Intrigued State requires: • What is your utility promise? • State the underlying need you’re addressing for particular stakeholder • Ex: Leader’s employees will discover customer insights • What is the aspiration? • What journey are you inviting your stakeholder on? What’s the impact to them of addressing their need? • Ex: Leader will be recognized as “thought leader” • What is the behavior that indicates stakeholder is intrigued? • Ex: Requests more information on innovation program services • Ex: signs up for zoom call to hear more about program • How will you measure behavior? • Ex: zoom sign ups
  16. 16. VALUE STREAM DISCOVERY SATISFIED © Moves the Needle All rights reservedWhat defines a Satisfied stakeholder? : Satisfied state requires: • What must you provide to fulfill utility promise? • Describe 3 specific “features” of your program that address the underlying need • Ex: innovation sprints; ongoing coaching; impact reports • What is the behavior that indicates stakeholder is satisfied? • Ex: sends employees to 3 1-day workshops over 3 months • Ex: employees attend coaching calls • How will you measure behavior? • Ex: # people/workshops/mo • Ex: # coaching calls/week
  17. 17. VALUE STREAM DISCOVERY PASSIONATE © Moves the Needle All rights reservedWhat defines a PASSIONATE stakeholder? : Passionate state requires: • What is the customer’s aspirational journey and how do you get them to join? • Describe the journey you wish to take persona on and what you must provide • Ex: Sponsor gets reputation as innovation thought leader preparing company for future • What is the behavior that indicates stakeholder has joined the journey? • Provides positive reviews • Shares experience on internal systems • Invites others • How will you measure behavior? • Ex: # of referrals • Ex: # of unique shoutouts
  18. 18. being agile
  19. 19. © Moves the Needle All rights reserved STRATEGIC PRIORITIES KNOWN VS UNKNOWN High Impact Lower Impact Lower confidence Higher confidence Confidence • Do we understand the stakeholder? • Do we understand the need? • Do we understand the desired outcome? • Do we have the right capabilities? • Access to the right resources? Impact • Does it align with company objectives? • Is benefit near term? • Is it positive financially? • Is it positive on other strategic levers?
  20. 20. Sales Funnel • Endorsements • Pricing • Objections Marketing Funnel • Market segments • Acquisition channels • Messaging • Content delivery PASSIONATESATISFIEDHOPEFULCONVINCEDTRUSTINGINTRIGUEDAWARE VALUE STREAM DISCOVERY* METRICS-DRIVEN “Brand” • Customer relationship • Customer aspiration • Corporate values Product Adoption • “Whole” product • Distribution • Promise fulfillment *Based on NYT BestSeller, The Lean Entrepreneur by Brant Cooper
  21. 21. MISSION-BASED STRUCTURE VALUE STREAM INNOVATION PASSIONATESATISFIEDHOPEFULCONVINCEDTRUSTINGINTRIGUEDAWARE MARKETING SALES PRODUCT MANAGEMENT ENGINEERING CUSTOMER SUPPORT TEAM 1 I O Team 1 Mission = increase in avg daily engagement/user { MISSION
  22. 22. MANAGING EQUILIBRIUM SPRINT EXECUTION & SEARCH The Sprint Impact Efficiency Known Knowns Known Unknowns Unknown Unknowns
  23. 23. team team team team team team of teams builds context
  24. 24. THANK YOU! www.MovesTheNeedle.com brant@movestheneedle.com tools: startupbluebook.com

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