Harvard Business Review
NOVEMBER 25, 2013
Indeed, even organizations where top management keeps their eyes glued to KPI-driven dashboards have trouble agreeing on what their Top Ten Most Important Customer/Client 80/20 analytics should be. At one travel services giant, 100X more data in less than two years utterly transformed the enterprise conversation around “loyalty.”
Harvard Business Review
JUNE 1, 2017
” The more creatively, comprehensively, and innovatively these selves can be digitized, the greater the opportunity to help workers develop and deploy the optimal traits and qualities they desire. Tracking which selves deliver the best performance and outcomes could become a new KPI. This should not be seen as creepy or invasive.
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Harvard Business Review
APRIL 8, 2015
Their innovation efforts tend to be focused wholly on the creation of new value; meanwhile, the question of how exactly they will be compensated for it usually goes unexamined. First: Market share is a dangerous key performance indicator (KPI). In general, companies don’t devote enough time to thinking about value capture.
Harvard Business Review
JANUARY 27, 2017
The bad news: Petabytes of new data and algorithmic innovation assure that “autonomy creep” will relentlessly challenge human oversight from within. Their loyalty and accountability belongs to top management. Ambiguity is the enemy; crisply defined service level agreements and explicit KPI accountability are essential.
Harvard Business Review
APRIL 20, 2016
In the B2C world, it is about sales and customer loyalty: not just getting your customer to click and buy, but getting them so worked up about your product that they’ll never so much as think about buying from your competitor instead. It’s going to take a combination of business innovation and personal responsibility.
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