Your Boss' Boss Will Love These Metrics
 

Your Boss' Boss Will Love These Metrics

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Chances are, your company believes it already measures all aspects of its operations; analytics that are tied to crucial business factors such as performance, revenue, and overall customer ...

Chances are, your company believes it already measures all aspects of its operations; analytics that are tied to crucial business factors such as performance, revenue, and overall customer satisfaction—but do they include your content operations?

Do you know how to identify which metrics are important, how to measure them, and how to present them in a way that will catch the attention of your company's leadership teams? Give your boss's boss the information that he or she needs to understand the value of quality content, and how that quality aligns with his or her business objectives.

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  • Big company with a diverse product line. The documentation department follows suit. In 2013 we implemented metrics to track the full scope of our organization’s work. We wanted those metrics to be valuable not for our day-to-day work – that’s project management, and it has its place – we wanted our metrics to show upper management that we understood their business. In a public company, that business is to make money and raise shareholder value.
  • Acrolinx helps some of the smartest brands in the world create content that works. We help businesses communicate better.
  • AllisonDoes this presentation apply to you? Do you have a boss? Does your boss have a boss? If not, you’re a CEO and we’d like to talk to you after this session.Taking charge of your work *as a business* is key to being treated as a core part of that business. Measures, goals, KPIs, and metrics are all costs of doing business in a repeatable process-driven company.When you treat your work and your organization like a business, other leaders will treat it the same. You want your boss’ boss to treat you like you’re a business, not a frill or a ‘nice-to-have’ or any of those other frightening expressions for parts of an org where nothing gets measured.
  • AllisonBusiness runs on numbers.Those numbers are tracked by metrics. Now R&D measures some things. And you may measure the same types of things as R&D. But just like those R&D metrics don’t interest upper management unless they correspond directly to business performance, upper management is not going to to care about what you do unless what you do corresponds directly to business performance.So. Do you act like a business? Do you make decisions on data like a business? Does anyone care about what you track to generate that data?And how do you know that your content is relevant for the business as a whole?
  • AllisonThere was a time where some documentation departments thought that its products were too nebulous for management to understand. That our work was by its very nature ‘untrackable’. That we weren’t a traditional function that could be measured, poked, and prodded using hard data.As Joanne Hackos has taught us all, that is no way to run a documentation department. Measure and then measure some more.
  • AllisonNow some bosses won’t care. Some documentation departments may play a game of keep-away with its upper management; keep your head down and your mouth shut. Documentation departments are to be seen, not heard.Our boss is not that way. Your boss is probably not that way, if you are here today. And my boss’s boss *definitely* wants to know: Am I getting value from money from the team? What do you do and how effectively do you do it? Why can’t you do it faster, cheaper, better?And when she asks his senior managers those same questions, she expects hard, quantafiable data. Measurements that show the same data points over time – trendlines.
  • You can try to generate reports based on metrics that fall outside your normal day-to-day activities. Suchdisconnectrics as I like to call them cannot be sustained because nothing is driving them except willpower. No one ever bases decisions on them. No one reads them. They can look great, they can jump off the page or screen. But unless the reports actually *report* information of interest, all they report is your organizations failure to connect with the business.
  • Now unless you are lucky enough to get regular skip level 1-1 meetings with your boss’s boss, chances are you only rarely get to see her in the hallways or listen in to his all-staff meetings. Not too likely you’ll be given direct access to her thought process, or what’s driving her business needs from her higher-ups.But evidence of what matters to your leadership is everywhere around you. Your boss knows some things, such as direction or repeated messages coming from the leader Leaders post messages on websites, or in year-end reports, or in communications about new initiatives What performance will earn you more money; is there a metric associated with that?
  • As you can see, at least at Alcatel-Lucent, our very metric driven boss boss – boss squared, boss to the power of two? – sets out plans for the year early in the corporate new year, January in our case.If you read it and seek to understand, such knowledge is like a seed planted, that will blossom into something your boss enjoys later on. Not cut in a vase, but a report, showing only what’s of interest and not one chart more.My boss’s boss had a number of things he cared about, since I read all about them on the corporate intranet . . . .
  • As QA head in addition to CUSTDOC, he wanted to get on top of date slippages. Did he ask me this directly? No. Did I know he was going to ask it? No. Did I know he cared about it? Yes.I knew because he implemented a quality plan to fix that, which I read about on his blog.I knew because I had been seeing some date slippages over the last year, and product managers and customer support teams were scrambling to make up for lost time. As an integral part of the project delivery team, CUSTDOC is in a unique position to both deliver on time, and to assess and report on the impact of when R&D *does not* deliver on time.What does that look like?
  • Month-over-monthShows impacts of delay – mostly R&D delayIndicates projects that never deliverOffers opportunity for a risk discussion.Sent to all upper management and budget holders. Gives a quick snapshot in Customer Documentation that relates directly to the R&D metric.Oh, and as a side note – answers the question about late projects. All projects, across the company. How many different program managers do you need reporting to a single portal to get that data? Hundreds. How many doc slides with the same data? One.
  • Times are tight. Okay, when have they not been tight ….. Ummm, maybe 1998?So . . . . Do you as a department tracks your costs the same ways as the product teams? If you are not direct line reporting into a product team, you may not. As a global company, our budgets are done in Euros, and each type of head (senior designer, junior tester) has a Euro loaded labour rate associated with it. So we now do the same, and so . . .. .
  • If your boss’ boss tracks headcount, then track headcount. If they track costs, track costs. If they track both, good luck!Can report costs both by costs – which I cannot show, sadly – and by the number of heads in various countries.The bigger boss gets a global, apples-to-apples view of staffingIt is also a good opportunity to point out that *actual* costs are typically lower, due to generally lower salaries of the information development function.
  • Of course it’s not monsters. It’s business lines and the telco companies – Verizons, AT&Ts, China Telecom, etc – that will see changes in purchasing and strategic decision making. So we move nimbly alongside our customers.So the boss wants to know whether we are aware of these changes.Are we?Oh yes we are . . . .
  • It is important to talk the same language. Even if that language does not necessarily make sense to you, or have a day-to-day impact.In this case, the language is the split between revenue-generating business lines. As we are in touch and track our CUSTDOC costs per business line – both CAPEX and OPEX – we can immediately respond and let upper management know whether we are investing too much in yesterday’s technology (e.g. zombies, I mean is everyone over zombies yet) or not enough in tomorrows technology (We’ll always need Frankensteins)
  • AllisonContent is no longer simply cost recovery; it’s tied to revenue and sales. How does your content help meet your org’s sales/revenue goals?Are you using your branded terminology?Are you making your content findable and relevant for the customer?Are you getting creating content that rises above the noise, that can be distinguished from your competitors?Purchasing rates before talking to anyone – you sell product based on content aloneMetrics to support how many people buy products without engaging with you at all
  • AllisonContent isn’t just important for revenue. As VP of Support at Amazon, a company famous for selling solely on the basis of content, Bill Price was in a great position to know how well his content was doing. He knew that customer delight depended on not even needing service, so his goal was to eliminate the need for service – a worthy but unreachable goal, because even if Amazon executed perfectly, its customers are still human.“90% of HP customers never touch the product before they buy” “Global Content Management: Hewlett-Packard Talks the Talk of Worldwide Business” The Gilbane Report, January 2005“70% of the buying process is already complete before prospects engage with a salesperson” (SiriusDecisions)
  • AllisonCisco Product A: Enterprise market Professional audienceWhich customer are you communicating with? Is your content readable?
  • AllisonCisco Product B: Consumer market Non-technical audience
  • AllisonContent can help decrease Support call volume. How does your content reduce the time that the support agent spends on the phone?Can the customer find the content that they called about themselves?Is the content that they find useful? Readable? Consumable? Does it use words they understand?
  • AllisonBill Price found out a lot of his support problems arose from a lack of information, or a lack of correct information.How do you help that? Fix your content. Fix your website. Measure how it improves.
  • AllisonContent affects customer satisfaction. How does your content improve your customer satisfaction?Is your content findable?Does your content use your branded terminology?
  • AllisonIf first purchase rate is x without engaging with you at all, how to do you measure returning customers? Expanded business means high cust satRepeat business means that customers liked what you did the first timeLow call volume means better cust satCustomers are solving problems on their own more quickly, more easilyThey only call when they really need toThat lowers Support costs which saves the company moneyIf customers can solve the problem themselves, they trust the brand and company and will probably buy more
  • Cheers. Or maybe these should be wine glasses . . . . Or beer bottles . . . . .
  • If you start to see a change in message, research that change and make sure you’re still tracking the right thing. When orange is the new black, don’t get caught tracking orange.Go talk to your support teams – why do customers call them? What leads to call volume? How can you use content to solve that?Go talk to your CMO. What are the focuses of your marketing teams for content? Are your customers being surveyed about how relevant the content they read is?

Your Boss' Boss Will Love These Metrics Your Boss' Boss Will Love These Metrics Presentation Transcript

  • 1 COPYRIGHT © 2014 ALCATEL-LUCENT ACROLINX. ALL RIGHTS RESERVED. ALCATEL-LUCENT and ACROLINX — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION Your boss’ boss loves these metrics Allison Hepburn, Acrolinx Chris Bridgen, Alcatel-Lucent
  • 2 COPYRIGHT © 2014 ALCATEL-LUCENT ACROLINX. ALL RIGHTS RESERVED. ALCATEL-LUCENT and ACROLINX — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION WHO ARE WE AND WHO DO WE WORK FOR? Chris Bridgen, Alcatel- Lucent 15 years in CUSTDOC Current role: Strategy for 200+ head doc department Allison Hepburn, Acrolinx Former technical editor, content creator, and metrics provider Current role: Product Evangelist
  • 3 COPYRIGHT © 2014 ALCATEL-LUCENT ACROLINX. ALL RIGHTS RESERVED. ALCATEL-LUCENT and ACROLINX — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION ALCATEL-LUCENT CUSTOMER DOCUMENTATION BY THE NUMBERS …. Industry- leading Productivity measured by Writer : R&D staffing ratios Full set of formats, from PDF to HTML to e- book 220 + employees Saved company €Ms in costs from „11 to „13 20 + Nationalities Support for four businesses 400G photonicFixed Networks IP Patforms lightRadio™7x50 SR XRS Core router Supporting €14.4b a year in revenue Motive 100% On-time delivery two years + running 14,102 Documents delivered in 2013 862 Product releases supported in 2013
  • 4 COPYRIGHT © 2014 ALCATEL-LUCENT ACROLINX. ALL RIGHTS RESERVED. ALCATEL-LUCENT and ACROLINX — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION Speak with one voice
  • 5 COPYRIGHT © 2014 ALCATEL-LUCENT ACROLINX. ALL RIGHTS RESERVED. ALCATEL-LUCENT and ACROLINX — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION … metrics are a business imperative … … no matter where you live in the org …
  • 6 COPYRIGHT © 2014 ALCATEL-LUCENT ACROLINX. ALL RIGHTS RESERVED. ALCATEL-LUCENT and ACROLINX — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION “Hey, CUSTDOC, how about some metrics on your performance?” “What do you mean?” “How do you know your business is performing . . .”
  • 7 COPYRIGHT © 2014 ALCATEL-LUCENT ACROLINX. ALL RIGHTS RESERVED. ALCATEL-LUCENT and ACROLINX — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION
  • 8 COPYRIGHT © 2014 ALCATEL-LUCENT ACROLINX. ALL RIGHTS RESERVED. ALCATEL-LUCENT and ACROLINX — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION How do you know your business is performing . . .
  • 9 COPYRIGHT © 2014 ALCATEL-LUCENT ACROLINX. ALL RIGHTS RESERVED. ALCATEL-LUCENT and ACROLINX — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION
  • 10 COPYRIGHT © 2014 ALCATEL-LUCENT ACROLINX. ALL RIGHTS RESERVED. ALCATEL-LUCENT and ACROLINX — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION What matters to your leadership? Can you find it: ? On the CEO‟s webpage ? In the annual report ? In the metrics your boss‟s boss tracks ? In the KPIs that earn bonuses ? Website word clouds
  • 11 COPYRIGHT © 2014 ALCATEL-LUCENT ACROLINX. ALL RIGHTS RESERVED. ALCATEL-LUCENT and ACROLINX — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION Found it !! Can you find it:  On the CEO‟s webpage  In the annual report  In the metrics your boss‟s boss tracks  In the KPIs that earn your bonuses  In website word clouds The evidence is everywhere …
  • The boss’s boss says Our R&D teams are missing Go/No Go deadlines. Well CUSTDOC? . . . You say We track that! Here you go . . .
  • COPYRIGHT © 2014 ALCATEL-LUCENT ACROLINX. ALL RIGHTS RESERVED. ALCATEL-LUCENT and ACROLINX — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION 13 ALCATEL-LUCENT CUSTOMER DOCUMENTATION ON-TIME DELIVERY METRIC 67 145 205 255 303 382 435 495 579 640 795 235 237 260 260 279 266 257 266 245 210 217 0 6 6 5 5 3 2 0 0 4 3 5 8 8 18 19 11 13 19 36 2 5 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% February March April May June July August September October November December At Risk Delayed On Track Completed Projects on track include Pre-DR1 projects Customer Documentation ― 2013 Documentation Program Status Dashboard: N&P Overall Status (current projects) Project history # Rel. completed 795 Network releases on time 100% 1 projects on track/being planned 217 Cancelled projects 53 # docs published 12849 Product deliverables on time 100% 1 projects delayed 3 Closed projects 795 Active projects on track 96% projects at risk (esclated) 5 Open projects 225 31-Dec-13
  • The boss’s boss says How much do you cost? Is it extra for pens? Well CUSTDOC? . . . You say We track that! Here you go . . .
  • 15 COPYRIGHT © 2014 ALCATEL-LUCENT ACROLINX. ALL RIGHTS RESERVED. ALCATEL-LUCENT and ACROLINX — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION ALCATEL-LUCENT CUSTOMER DOCUMENTATION COST VS BUDGET METRIC CDOC ACTUAL VS PLAN BASELINE 2013 TODAY JAN 6, 2014 TODAY (ADJ.) JAN 6, 2014 Q1 2015 GOAL PROGRESS NOTES CDOC headcount blah blurt boh (including open positions) bah 15 Mix of LCC and HCC; Currently understaffed by 2000000 in Country X and Country Y due to zombie attacks; 5 open positions in Caledonia CDOC FY budget €x.y M €a.b M €c.d M 0.99M Annual CDOC budgets CDOC 2014 quarterly cost N/A TBD Q1 Plan: TBD Q1 Actual: TBD
  • The boss’s boss says We see a decline in the monster market in 2015. Well, CUSTDOC? . . . You say We track that! Here you go . . .
  • 17 COPYRIGHT © 2014 ALCATEL-LUCENT ACROLINX. ALL RIGHTS RESERVED. ALCATEL-LUCENT and ACROLINX — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION ALCATEL-LUCENT CUSTOMER DOCUMENTATION TRACKING INVESTMENTS Zombies 7.6 Frankensteins 5.2 Mummies 2.4 Vampires 1.1 0.3 Other (aliens, etc.) 2015NOW Zombies 6.4 Frankensteins 5.1 Mummies 2.1 Vampires 1.0 0.3 Other (aliens, etc.) Reduction in M (monsters) businesses in line with direction ~ 16.6 M ~ 14.9 M
  • The boss’s boss says CUSTDOC, are you making me any money? You say We track that! Here you go . . .
  • 19 COPYRIGHT © 2014 ALCATEL-LUCENT ACROLINX. ALL RIGHTS RESERVED. ALCATEL-LUCENT and ACROLINX — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION CONTENT AND REVENUE
  • 20 COPYRIGHT © 2014 ALCATEL-LUCENT ACROLINX. ALL RIGHTS RESERVED. ALCATEL-LUCENT and ACROLINX — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION CONTENT STRATEGY @ CISCO “The 4900 Series is ideal for space-constrained deployments.” “Simplified Management: Edge switch auto-provisioning” Zero uses of you
  • 21 COPYRIGHT © 2014 ALCATEL-LUCENT ACROLINX. ALL RIGHTS RESERVED. ALCATEL-LUCENT and ACROLINX — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION CONTENT STRATEGY @ CISCO Not space-constrained but smaller. No sentence over 18 words Eight uses of you
  • The boss’s boss says You say We track that! Here you go . . . Our customers call support too much! Can you help?
  • 23 COPYRIGHT © 2014 ALCATEL-LUCENT ACROLINX. ALL RIGHTS RESERVED. ALCATEL-LUCENT and ACROLINX — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION CONTENT AND CALL CENTERS Why people call • 15%: “It doesn‟t work!” • 25%: “How do I …?” • 40%: “Where can I get …?” • 20%: “Can I buy …?” What we should do Fix our product Fix our content Fix our website No problem!
  • The boss’s boss says CUSTDOC, how do we know our customers are satisfied? You say We track that! Here you go . . .
  • 25 COPYRIGHT © 2014 ALCATEL-LUCENT ACROLINX. ALL RIGHTS RESERVED. ALCATEL-LUCENT and ACROLINX — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION CONTENT AND CUSTOMER SATISFACTION More support calls can mean our content is: • hard to comprehend • poorly written • filled with jargon • created without consideration for findability and translation By improving the quality of our content, we improve our customer’s experience. We’ll have: • fewer support calls; which in turn, leads to reduced operating costs • satisfied customers that can quickly solve problems on their own • more repeat customers that trust our brand and company
  • 26 COPYRIGHT © 2014 ALCATEL-LUCENT ACROLINX. ALL RIGHTS RESERVED. ALCATEL-LUCENT and ACROLINX — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION
  • 27 COPYRIGHT © 2014 ALCATEL-LUCENT ACROLINX. ALL RIGHTS RESERVED. ALCATEL-LUCENT and ACROLINX — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION Calls to action Does your boss care? Make her concerns your concerns Talk to support Why customers call, and can content help BTW, CMO Are customers getting relevant content?
  • 28 COPYRIGHT © 2014 ALCATEL-LUCENT ACROLINX. ALL RIGHTS RESERVED. ALCATEL-LUCENT and ACROLINX — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION @amhepburn Acrolinx Product Evangelist http://linkedin.com/in/allisonhepburn/ http://allisonhepburn.com allison.hepburn@acrolinx.com +1 919 624 2215 @chrispbridgen Alcatel-Lucent CUSTDOC strategy http://ca.linkedin.com/pub/chris-bridgen/13/660/1aa/ chris.bridgen@alcatel-lucent.com +1 613 290 5733