Metrics that Matter - Moving from Easy to Impactful
summary
Groups metrics into simple directional impactful categories and shows how to prove change with process control charts using the moving average delta and the 2.667 multiplier to set upper and lower bounds so a one‑day sales spike is identified as common cause not a win. Emphasizes reducing variability (not adding process) to improve predictability, measuring cognitive load, shortening information lead time, and tracking team skill spread with the diffusion index to lower single‑person dependencies.
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chapters (20)
- 0:00intro
- 0:27preamble
- 0:37some background
- 1:21your takeaway
- 1:52orienting grouping
- 3:11simple metrics - isolated
- 4:05directional metrics
- 5:45impactful / economic metrics
- 7:36separating signal from noise
- 7:48process behaviour chart(s)
- 9:01an example
- 12:34key takeaways
- 13:30know your actual problem
- 14:00predictability vs variability
- 17:45cognitive load
- 19:18information lead time
- 21:23supporting social learning
- 24:29recommend reading
- 26:11recap
- 26:57thank you
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