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Ongoing management metric Top Tasks is designed to be an ongoing management model for managing the customer experience. It is made up of: Top tasks identification Customer architecture design Task Performance Indicator (TPI) Task identification involves finding out what matters most (top tasks) and what matters least (tiny tasks) to customers. It involves: Collecting a list of all possible tasks that customers may want to complete. Refining this list until it is between 50 and 100 tasks. Getting in the region of 400 customers to vote on this list and choose their top tasks. Creating a task league table from the results; from the top tasks (the most voted for) to the tiny tasks (the least voted for).
In product development, avoiding these pitfalls requires not only defining the right metrics but also maintaining a willingness to revisit and refine them. Metrics should not be static; they must evolve as the context and the goals change. Moreover, leaders must remain vigilant to ensure that the pursuit of those metrics does not lead to a loss of purpose or values. Sometimes it means slowing down, adding friction, or choosing a less profitable path because it’s the right one.
Unintended Consequences - by Mike Fisher
Unintended Consequences
Mike Fisher
There are four important pieces to the definition of business strategy. First is choices. Strategy specifies the choice to do some things and not others. And that choice obeys the rule that if the opposite is stupid on its face, it doesn’t count as a strategy choice. Second is integrated set. The choices must fit together and reinforce one another; they aren’t just a list. Third is positions. The choices explicitly specify a territory in which the organization will play — and will not. Fourth is to win. Strategy specifies a compelling theory for how the organization will be better than its competitors in the chosen territory.
Passages Saved From iOS
Roger Martin
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