A good measure answers a question someone is already asking. When a metric exists only because it is easy to count, it quietly drops out of use.
Start from the decision
List the decisions a team makes each week, then choose the few numbers that would change what they do. If a measure would not change any decision, it is probably not needed.
This keeps the set small and relevant.
Agree on one definition
When two teams define the same metric differently, trust drops quickly. Write the definition once, include how it is calculated, and share it widely.
A single source makes conversations about the number far more productive.
Show context, not just a figure
A number is easier to act on when it is compared with a target, a previous period or a similar group. Add the context people need to judge whether it is good or bad.
Simple comparisons often tell the story better than complex charts.
Review and retire
Revisit measures regularly. Remove the ones nobody acts on so the important ones stay visible.
A shorter list that people use is better than a long list that people ignore.
- Tie each metric to a decision.
- Define it once and share it.
- Add context so people can act.
- Retire measures that are no longer used.
