Difference between revisions of "Vanity metrics"
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(+= {{quote|Every metric is a vanity metric if you are not using it to drive behavior.|@wpsesko}}) |
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{{quote|Every metric is a vanity metric if you are not using it to drive behavior.|@wpsesko}} | |||
The book {{book|The Lean Startup|Eric Ries}} defines ''[[vanity metrics]]'' and states that they: | The book {{book|The Lean Startup|Eric Ries}} defines ''[[vanity metrics]]'' and states that they: | ||
*rob teams of the belief that is necessary to change; | *rob teams of the belief that is necessary to change; | ||
Latest revision as of 09:00, 17 May 2016
- Every metric is a vanity metric if you are not using it to drive behavior.
The book The Lean Startup—Eric Ries defines vanity metrics and states that they:
- rob teams of the belief that is necessary to change;
- eventually forces teams to change against better judgement at a higher cost, longer time and less decisive outcome;
- are unclear and make complete failure almost impossible to experience
- without failure, there is no impetus to embark on the radical change a pivot requires.