Ok, there’s a compelling case for leaders to have dashboards. And perhaps for implementers to have some access to data.
But the truth is, they obscure problems more than they create momentum.
True? False? What’s your take?
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Dashboards can obscure problems, but can also do a great job at highlighting when there is a problem.
Maybe it’s more about the team, their translation of them, and how organizations use the data.
It’s also tricky because they can highlight non-existent problems (or low-impact) and I think that this is where the slowdown frequently occurs by spending time on the wrong thing.
Maybe that’s where Performance UX Metrics come in. Collect metrics that actually matter.
This really hits, even from an ops angle. A lot of teams wait around for dashboards to tell them what happened, but by then, the moment’s already passed. I love the idea of using UX metrics to create clarity upfront, not just to measure outcomes, but to guide momentum while it’s still building. That mindset applies way beyond product too. Exciting stuff!
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Dashboards are difficult to setup. Once you have one, you’re probably experiencing a few of the following:
- Not enough data to get much signal
- Too many inconsequential metrics being tracked, producing noise
- It takes so long to orient to the baseline that you lose interest before some shift happens
eCommerce and Finance industries have established sales and financial best practices to guide them in the setup, but most teams probably aren’t sure what they’re building for from the outset. That means they’ll need to learn and reconfigure.
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