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Based on this picture, these metrics can help you calibrate your progress:
- The total number of ideas evaluated per quarter (using, at minimum, ICE analysis and goals alignment)
- Number of ideas tested per quarter
- The number of ideas released per quarter
- Total number of tests and experiments conducted per month
- Percent of steps that generated learning (i.e., where we were able to rescore the idea and/or generate useful insights based on the evidence collected)
- Percent of ideas launched at least with a medium Confidence level (per the Confidence Meter)
- Percent of ideas released that generate measurable outcome improvements
The first four metrics are aligned with Linus Pauling’s observation that the way to have good ideas is to test many ideas.
Evidence-Guided
Itamar Gilad
The Value Exchange Loop At its core, every organization aims to do two things: deliver value to its target market—users, customers, and partners—and capture value back. Delivering value means addressing the needs of your customers at a reasonable cost. Capturing value means getting the things you need to operate and grow, whether they are revenue, market share, or anything else.
Evidence-Guided
Itamar Gilad
Teams that are willing to commit publicly to specific results are more likely to work with a passionate, even desperate desire to achieve those results. Teams that say, “We'll do our best,” are subtly, if not purposefully, preparing themselves for failure.
The Five Dysfunctions of a Team
Patrick M. Lencioni
...catch up on these, and many more highlights
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