Using Metrics to Influence Developers, Executives, and All Stakeholders Prior Year Content
The evening before the space shuttle Challenger exploded, a group of engineers discussed what they believed was a potentially catastrophic risk. They brought the issue to NASA’s management but failed to stop the launch. As a leader in your organization, your failure to influence may not cost lives but it could be catastrophic for your business. Metrics and data are just the “What.” You need comparisons, trends, and benchmarks to explain the “So what.” But none of that matters until it changes what your organization does … the “Now what.” This is the people side of metrics and data. Larry Maccherone shows you how to get action and behavior change from your data analysis. He describes how to steer the emotional elephant of your organization and appeal to the risk tolerance level of your stakeholders. Larry finishes with an exercise and approach to decision making that will help you avoid your own cognitive biases and those of your executives.