> A radically analytical approach is powerful, but it can blind you to the factors that cannot be measured. Factors such as user passion.
This is not true. You can still align KPIs to stuff like that... The problem is looking at 'vanity metrics' or one-size-fits-all metrics like pure user growth, without proper segmentation of high-value and high-engagement users.
Or worse marketing/positioning failing to pull its weight and blaming the product. Or giving it a half-hearted attempt, limited resource/talent-wise, and then comparing the results 1-to-1 with other successful products which were heavily prioritized.
There's plenty of opportunity to miss the boat. Aligning metrics with business goals is a dynamic process, not one-size-fits-all, which is lost on many business in the big data world.
This is not true. You can still align KPIs to stuff like that... The problem is looking at 'vanity metrics' or one-size-fits-all metrics like pure user growth, without proper segmentation of high-value and high-engagement users.
Or worse marketing/positioning failing to pull its weight and blaming the product. Or giving it a half-hearted attempt, limited resource/talent-wise, and then comparing the results 1-to-1 with other successful products which were heavily prioritized.
There's plenty of opportunity to miss the boat. Aligning metrics with business goals is a dynamic process, not one-size-fits-all, which is lost on many business in the big data world.