Good points! Recently I also start to lead my team to rethink of product's north star metric (NSM), our product has more than 10 years history and grant big success and be loved by many users, however, due to the environment and competition change, we need to transfer it's vision and mission, so lead us to redefine the NSM.
Good points! Recently I also start to lead my team to rethink of product's north star metric (NSM), our product has more than 10 years history and grant big success and be loved by many users, however, due to the environment and competition change, we need to transfer it's vision and mission, so lead us to redefine the NSM.
And yes, it's really hard to to just relay on only one metrics to align all team and functions's goals, because there is alway has Goodhart’s Law - 'People optimize for the metric, rather than the value it's supposed to represent. They game the system.'
Maybe it's time for me to stop define the NSM, but more emphasis the new vision and mission we are forwarding ?
I like that approach of focusing more on the mission and vision. A key question is: how are we aligning people towards what we want to accomplish. Metrics do that - but they can be less flexible and less instructive than a well articulated strategy. I like to think about a metric as evidence that we are making progress towards a goal, not the goal itself.
Good points! Recently I also start to lead my team to rethink of product's north star metric (NSM), our product has more than 10 years history and grant big success and be loved by many users, however, due to the environment and competition change, we need to transfer it's vision and mission, so lead us to redefine the NSM.
And yes, it's really hard to to just relay on only one metrics to align all team and functions's goals, because there is alway has Goodhart’s Law - 'People optimize for the metric, rather than the value it's supposed to represent. They game the system.'
Maybe it's time for me to stop define the NSM, but more emphasis the new vision and mission we are forwarding ?
I like that approach of focusing more on the mission and vision. A key question is: how are we aligning people towards what we want to accomplish. Metrics do that - but they can be less flexible and less instructive than a well articulated strategy. I like to think about a metric as evidence that we are making progress towards a goal, not the goal itself.