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At the heart of any strategy is evaluation and measurement: Are you getting to where you want to go? Are you actually moving the needle when it comes to growth? 

In the “State of Experimentation Maturity 2018” original research report, we discovered that less than 50% of all respondents had metrics set for their experimentation program from the executive team.

There are real consequences to not having your executive team involved in your experimentation program’s metrics:

  • Your optimization team may end up working in a bubble
  • You might be solving problems that aren’t a priority to your executive team, seriously sidestepping what your business should be caring about
  • “Testing” may be seen as a side initiative within your organization, instead of the business-wide strategy that experimentation warrants

But to scale your experimentation program, to gain internal buy-in from your team at-large, you’ll need to ask yourself: What metrics do my executive team care about?

Strategic metric setting provides a system of accountability; it ensures your team has eyes on the right goal, at the right time. And that you are accelerating your business goals and driving growth for your organization.

It makes certain leaders are paying attention and will continue to pay attention to experimentation.

In this post, you will grasp:

  • Why it is essential to align experimentation metrics to your organization’s business goals;
  • Effective metric-setting frameworks that allow you to strategically waterfall your KPIs from those top-level goals.
  • Insights from Optimization Champions at brands such as Tsheets by Quickbooks, Wistia, Pagely, Salesforce, and Student Brands on how to align their experimentation metrics to achieve true organizational growth.
  • TO

    Tiago Otani

    over 1 year ago #

    That's a concern for 10 among 10 top executives. Implementing is a challenge though... Thank you for your guidance!

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