Quotes About Metrics

Build an environment that empowers your team to take risks. Set metrics for what needs to be achieved and measure against them to track progress along the way. If targets aren't being met, challenge your team to reassess and come back with a new strategy. And create a culture where people are awarded for challenging the status quo.

When young people are insecure, they find ways to manufacture love tests – personal metrics to reassure themselves.

When a positive exchange between a brand and customers becomes quantifiable metrics, it encourages brand to provide better service, customer service to do a better job, and consumers to actively show their gratitude.

The analyst's conclusions must always rest upon the figures and upon established tests and standards.

The signal of the importance of something is whether you're actually measuring it and you're holding people accountable to improving those numbers.

Now that computers can write and design ads, we can get down to the real business of advertising -- you know, meetings and downloads and uploads and briefings and off-sites and Powerpoints and metrics and brand audits and deep dives. We

Ultimately, the CCO is accountable for increasing the profitability of the firm's customers, as measured by metrics such as customer lifetime value (CLV) and customer equity as well as by intermediate indicators, such as word of mouth (or mouse). Customer

Most businesses fail because they want the right things but measure the wrong things, and they get the wrong results.

Why don't we hear more about and from Asians when it comes to race in America? Are Asians the new Invisible Man - there but not there? In some ways, yeah. Blacks and whites are always carping about the metrics of racism. And any conversation about immigration reform is immediately flipped into a referendum on Hispanics.

I ask people what they do in sales, how much money they made last year, what their cost of sales is, and they don't even know. If you don't know your numbers, you're going out of business. I don't care how good your product is.

When foreign assistance has a clear mission, buy-in from the aid-recipient country, and explicit metrics for implementation, the United States will be able to transition aid-recipient nations into strong trading partners. One of the greatest examples of this successful transition is South Korea.

It's about who owns the servers. The servers that store your metrics. The servers that shout the ads. The servers that transmit your chat. The servers that geofence your every movement.

Imagine if you had baseball cards that showed all the performance stats for your people: batting averages, home runs, errors, ERAs, win/loss records. You could see what they did well and poorly and call on the right people to play the right positions in a very transparent way.

Begin by quantifying everything related to how you do business. I mean everything.

In the end, he decided that the Rockets needed to reduce to data, and subject to analysis, a lot of stuff that had never before been seriously analyzed: physical traits. They needed to know not just how high a player jumped but how quickly he left the earth—how fast his muscles took him into the air. They needed to measure not just the speed of the player but the quickness of his first two steps. That is, they needed to be even more geeky than they already were.

As leaders, we become whole when we see that our focused, singular commitment to making the numbers and the metrics cannot be effective on its own, but only when it is part of the whole picture - only when we see that it takes more than metrics to make up the whole.

There's a blizzard of metrics that social sites and messaging sites put out there.

Every time I sit with our general manager at a baseball game, and there's number-cruncher and statistician guy - I'm sitting around - they start talking about stuff, and I say, 'What's that? I've never heard of that one before.'

Campbell's Law, which says that any metric used to determine social decision-making will become corrupted by people who want to affect those decisions.

where there is individual accountability, things get done. Measure is another magic word: what gets measured creates accountability. With no standard, reliable metric for customer relationships, employees can't be held accountable for them and so overlook their importance.

Each group was required to propose its own "fitness function"—a linear equation that it could use to measure its own impact without ambiguity. For example, a two-pizza team in charge of sending advertising e-mails to customers might choose for its fitness function the rate at which these messages were opened multiplied by the average order size those e-mails generated.

Worse still, programs like these may lead employers to optimize for misleading metrics, like maximizing for "likes" or "shares" or high "net promoter scores," which are easy to earn when programs are fun and fluent but not when they're demanding. Instead of designing for recall or behavior change, we risk designing for popularity.

Managers who don't know how to measure what they want settle for wanting what they can measure.

I've seen small businesses turn into terrible midsize or big ones because they let their desire to achieve some arbitrary metric get the best of them. Whatever is compromised as a result doesn't matter anymore, as long as the company is growing.