In workshop after workshop I have noticed a pattern. Teams are able to map the beliefs and assumptions underpinning their product. But when it comes to deciding on actual metrics, they struggle. I've wondered about this phenomenon for a while now. Here is what makes it hard:
"Uncertainty is where we find opportunity." I love the framing of this! Thank you for, as usual, digging under the surface pattern to understand why people resist best practise. Your writing influences my coaching a lot!
On a separate topic, I just want to thank you for your recent talk on Amplitude Webinars 'framing outcome driven....'. This was particularly useful as you explained abstract concepts with REAL examples. Note that 95% of the product coaching material out there talk only about frameworks, but dont bring the frameworks to life with examples, which at the end of the day dont add much value! Please continue this practice (if you can)
When people know what needs to be done (e.g. can come up with good metrics to measure the progress of their endeavor), but this behavior doesn't happen in practice (e.g. actual metrics are not good metrics to measure progress), then there are systemic issues at play.
I really liked how you pinpointed some aspects of the system dynamics around deciding on metrics (and then using them), there are surely lots of other aspects that are influencing the team dynamic - some of them super contextual for that specific team. Influencing the system towards adopting better metrics might make use of leverage points, yet I think that it's very hard to do this 1. from the outside 2. only during a series of Product Metrics workshops for that team
"Uncertainty is where we find opportunity." I love the framing of this! Thank you for, as usual, digging under the surface pattern to understand why people resist best practise. Your writing influences my coaching a lot!
On a separate topic, I just want to thank you for your recent talk on Amplitude Webinars 'framing outcome driven....'. This was particularly useful as you explained abstract concepts with REAL examples. Note that 95% of the product coaching material out there talk only about frameworks, but dont bring the frameworks to life with examples, which at the end of the day dont add much value! Please continue this practice (if you can)
When people know what needs to be done (e.g. can come up with good metrics to measure the progress of their endeavor), but this behavior doesn't happen in practice (e.g. actual metrics are not good metrics to measure progress), then there are systemic issues at play.
I really liked how you pinpointed some aspects of the system dynamics around deciding on metrics (and then using them), there are surely lots of other aspects that are influencing the team dynamic - some of them super contextual for that specific team. Influencing the system towards adopting better metrics might make use of leverage points, yet I think that it's very hard to do this 1. from the outside 2. only during a series of Product Metrics workshops for that team
Lots of inspiration,
Bülent Duagi
Thanks so much for your writing, John! I am going to use “measuring to learn” this very day.