Post on 10-May-2015
description
Vanity Dies Hard Back to Basics
@ElliotSusel
Vanity Metrics Actionable Metrics Innovation Accounting Systems
Vanity Metric Low correla/on to what makes your
business successful
These are important…
But let’s not overstate their significance
Success Theater Look at our [insert vanity metric]!
Our business is amazing!
What then DO we measure?
Actionable Metric High correla/on to what makes your
business successful
Actionable Metric
But there’s a problem The ac/onable metric is a lie
What impacts ride volume?
• Outreach • Promo/ons • Support • Technology
Stuff we control
• Weather • Seasonality • Holidays • Events (Sports, Religious, Concerts, Others…) • System Outages (Fleet, Dispatch, Internal)
Stuff we don’t control
THIS IS SCARY We think we have meaningful data We do not have meaningful data
Meaningful Conclusions?
Innovation Accounting Understand the factors impac/ng
your metrics
Understanding Ride Volume
• New vs Return Customers • Distribu/on by plaMorm • Distribu/on by fleet/geographic region • Distribu/on by day of week and /me of day
Why? Validated learning is a startup’s
most valuable commodity
Nice concepts How do we execute?
A SYSTEM, YOU SAY?
Losers have goals Winners create systems
Components of Our System
• Every development request has a goal • Every goal has quan/fica/on • Architecture review includes analy/cs • Code review includes analy/cs • Every PROD deployment requires hooks to monitoring/analy/cs tools
Stuff we’ve learned Or at least, closing thoughts
Culture Matters If leadership doesn’t value analy/cs,
no one will value analy/cs
Over-reporting Don’t do it
Accidental Learning Informa/on radiators are your friend
Create a System A project accounts for metrics from
incep/on to delivery
Then tune it Because you’re never done learning
Questions? @ElliotSusel