## Metadata - Author: [[counting-stuff|Counting Stuff]] - Full Title:: Being the Eyes of Your Organization - Category:: #🗞️Articles - URL:: https://www.counting-stuff.com/being-the-eyes-of-your-organization-578036136402-65949948516031001b35131f/ - Finished date:: [[2024-12-15]] ## Highlights > I often half-joke that part of a data person’s job is to literally define what reality is for the org. ([View Highlight](https://read.readwise.io/read/01jf40kf2q21swt5xyc86mxt96)) > Check for second, third order effects > If your metric is a good one, a change in it should reflect in changes in many other parts of the system. If the top of your acquisition funnel goes up 5000%, you’d expect conversions, revenue, even renewals and support tickets to go up too. > When a metric doesn’t do this, there’s a problem either in the metric, or your understanding of the business. It’s a major red flag. ([View Highlight](https://read.readwise.io/read/01jf40m20vf9dgrtd02ww1kcyb)) ## New highlights added [[2024-12-15]] > I often half-joke that part of a data person’s job is to literally define what reality is for the org. ([View Highlight](https://read.readwise.io/read/01jf40kf2q21swt5xyc86mxt96)) > Check for second, third order effects > If your metric is a good one, a change in it should reflect in changes in many other parts of the system. If the top of your acquisition funnel goes up 5000%, you’d expect conversions, revenue, even renewals and support tickets to go up too. > When a metric doesn’t do this, there’s a problem either in the metric, or your understanding of the business. It’s a major red flag. ([View Highlight](https://read.readwise.io/read/01jf40m20vf9dgrtd02ww1kcyb))