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If we think of KPIs as generic and universal, then it makes sense to copy them from directly from successful companies. Just as every organization needs a finance/accounting team that follows GAAP and tracks cashflow. Good KPIs should raise interesting questions and challenge prevailing wisdom. But metrics aren’t generic.
The customer development and lean startup methodologies evangelized by Steve Blank and Eric Ries brought us a better approach that favored experimentation over elaborate planning, customer feedback over intuition, and iterative design over traditional “big design up front” development. Or to sell it through an outbound sales team?
That’s why we partnered with Klaus , the conversation review and QA platform for support teams, to get a deeper understanding of what “quality support” actually looks like. Together, we surveyed hundreds of CX professionals, team leads, managers, and executives to get a deeper understanding of how they measure and improve support quality.
Let’s face it, most organizations have poor habits around roadmap completion — this is why getting leadership (or stakeholders) to develop consistent, stable and familiar routines reinforced through repetition and communication is valuable. Unfortunately, product leadership culture can get a little messy.
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