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Alistair Croll and Benjamin Yoskovitz say, in their excellent book Lean Analytics: “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.” A good metric is understandable. If people can’t remember it and discuss it, it’s much harder to turn a change in the data into a change in the culture. A good metric is a ratio or a rate. Accountants and financial analysts have several ratios they look at to understand, at a glance, the fundamental health of a company. You need some, too… . A good metric changes the way you behave. This is by far the most important criterion for a metric: what will you do differently based on changes in the metric?”
Radical Focus SECOND EDITION
Christina Wodtke
The reason people make this mistake? Few have discovered AI’s premier use case: as a thought partner.
I’ve personally taught more than 2,000 early adopters about AI (and Section has taught over 15,000). Most of them use AI as an assistant — summarizing documents or contracts, writing first drafts, transcribing or translating documents, etc.
But very few people are using AI to “think.” When I talk to those who do, they share that use case almost like a secret. They’re amazed AI can act as a trusted adviser — and reliably gut-check decisions, pre-empt the boss’s feedback, or outline options.
Thought Partner
Scott Galloway
Understanding the unexpressed and unmet needs of the people who are using our products, services, and technology is the key to unlocking value.
Sense and Respond
Jeff Gothelf, Josh Seiden
...catch up on these, and many more highlights
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