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Data-informed product is a loop (or series of loops). (View Highlight)

Have you ever looked at an executive dashboard filled with charts (or spreadsheet filled with numbers), and had no clue how it all fit together? What were the metrics trying to proxy? How were they related? What were the underlying assumptions? It’s frustrating. When we start with models, we can take a different approach. Given our various models, how do we measure the things that really matter? How do we measure the parts of our model(s)? (View Highlight)

Tip: Make sure to read How to Measure Anything: Finding the Value of Intangibles in Business by Douglas Hubbard. Teams can get very stuck when it comes to measurement. (View Highlight)

Many organizations suffer from a “messy middle” problem. They go from insanely high-level business goals and metrics (yay exec dashboards!), straight to features on a roadmap. Models help us fill that gap. I’ve referred to these in the past as persistent models in the past. (View Highlight)