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The most important cure is to **invest in great process**. Whatever you’re making — products, marketing, research, policy, or service — you need to have a clear, complete process for getting it done, from end-to-end. Until you do, you’ll probably be stuck in meeting hell.
Meetings are like smashing something with a hammer because you don’t have any other tools in your shop. Great process is lightweight, efficient, and adaptable. Too much is bad but not enough is worse. You need things like clear planning processes and well organized product development and design process that include all functions. And you need program managers (PgM, DpM, TpM, OMGpM) whose major job is to take care of this stuff. A great program manager can measure their worth in meetings removed.
Too Many Meetings Is Not Your Problem
Judd Antin
I would argue, however, that everything can be measurable in some way — just not quantitatively. Quantitative measurement flattens the object of measurement down to simplistic dimensions. EPS measures profitability — but in a simplistic way. NPS measures customer satisfaction — but in a simplistic way. The business world has accepted this imperative for simplistic evaluation because of its obsession with measurement. But it produces a very low-resolution understanding of the thing in question.
Measuring, Managing & Mattering
Roger Martin
A good metric is comparative. Being able to compare a metric to other time periods, groups of users, or competitors helps you understand which way things are moving. “Increased conversion from last week” is more meaningful than “2% conversion.”
Lean Analytics
Alistair Croll, Benjamin Yoskovitz
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