Business Strategy Metrics

By now, the "95% failure rate" of GenAI financial returns (ref MIT's Project NANDA) is part of all consulting decks. The report blames the incorrect approach as the primary reason, rather than model maturity, etc. The key is to understand what #ROI metrics are used to determine the financial returns. I asked #Copilot on this, and here's what it told me: --- Here are three examples of ROI frameworks that enterprises are using to evaluate and scale GenAI adoption effectively: 1. Business Outcome-Based ROI Framework (Gartner) Summary: Gartner recommends aligning GenAI initiatives with measurable business outcomes such as cost reduction, revenue growth, or productivity gains. For example, a retail company using GenAI for automated product descriptions tracked a 22% increase in conversion rates and a 15% reduction in content creation costs. The framework emphasizes setting baseline metrics before deployment and tracking improvements post-implementation. 🔗 https://lnkd.in/dER7cTeF 2. Time-to-Value and Efficiency Metrics (BCG) Summary: Boston Consulting Group suggests using time-to-value (TTV) and operational efficiency as key ROI indicators. In one case, a logistics firm used GenAI to optimize routing, reducing delivery times by 18% and fuel costs by 12%. BCG’s framework includes pre/post comparisons, automation impact, and employee productivity metrics to quantify GenAI’s contribution. 🔗 https://lnkd.in/da2zcSfW 3. Model Performance vs. Business KPIs (McKinsey) Summary: McKinsey advocates for linking GenAI model performance directly to business KPIs. For instance, a financial services firm used GenAI for customer support automation and tracked resolution time, customer satisfaction scores, and call deflection rates. The framework includes continuous monitoring of model accuracy, relevance, and business impact. 🔗 https://lnkd.in/dA6zEGuS 🔑 Key Message Summary Effective GenAI ROI frameworks combine technical performance metrics with business impact indicators. Leading approaches include tracking cost savings, productivity gains, time-to-value, and alignment with strategic KPIs. Enterprises that define success upfront and monitor outcomes continuously are more likely to scale GenAI successfully. --- The direction taken seems to be well-intentioned. However, the measure of success is not quite what might lead to real solid business outcomes! Individual productivity improvements are just that! They don't scale across the organization unless "vertically scaled" top-to-down an entire process delivering bottomline improvements, which then need to be further "horizontally scaled" end-to-end across the entire value chain of the firm to deliver topline value! My forthcoming book on Cognitive Chasm provides actionable guidance to practitioners on this.

10 tactics to control costs A guide which provides you the tools for cost reduction When I was head of finance, we were facing a challenge: → How to reduce our hourly rate to stay competitive This became my number one priority to help the business And we succeeded to decrease our hourly rate by 3% while inflation was up! Today I am sharing the tactics to reduce costs: 1. Budgeting and Forecasting: • Importance: Plan and estimate costs, revenue, and expenses. This is where you can get your team to commit on cost reduction. • Focus: Use accurate data and update budgets regularly. 2. Variance Analysis: • Importance: Compare actual performance with budgets to identify deviations. If you found a variation, there is a big chance that you have a topic to explore to reduce costs. • Focus: Investigate significant variances for improved accuracy. 3. Cost Allocation: • Importance: Distribute indirect costs for accurate pricing and control. • Focus: Maintain fair and updated allocation methods. 4. Activity-Based Costing: • Importance: Assign costs to specific activities for better resource allocation. • Focus: Identify and measure cost-driving activities accurately. 5. Zero-Based Budgeting: • Importance: Justify every expense to optimize resource allocation. • Focus: Balance rigor with operational continuity. 6. Cost-Benefit Analysis: • Importance: Compare project costs with expected benefits. • Focus: Consider tangible and intangible factors. 7. Cost-Volume-Profit Analysis: • Importance: Understand how sales, costs, and pricing impact profitability. • Focus: Validate fixed and variable cost assumptions. 8. Inventory Management: • Importance: Optimize inventory levels to reduce costs. • Focus: Use EOQ and JIT techniques for efficiency. 9. Vendor Management: • Importance: Evaluate and maintain supplier relationships. • Focus: Assess performance and diversify suppliers. 10. Procurement Management: • Importance: Acquire goods at the best cost with quality. • Focus: Establish clear procurement processes and collaboration. 👉 What is your favorite method to find cost reductions?

My first communications hot take of 2025! 🔥 Traditional PR metrics are dead. Stop counting press releases. Stop tracking AVE. Stop chasing meaningless numbers that don't tell you anything or move the needle. These metrics are a relic of the past. If you're still using them, your strategy is falling behind. (And if your agency is serving up these metrics as proof of their impact, then it's time for a hard conversation.) 🤨 Here's what needs to go: ❌ "Number of press releases" is just vanity. Nope, press releases aren't a strategy—they're a tactic. Publishing isn't the same as reaching. ❌ "Volume of coverage" tells you nothing. A hundred mentions in low-tier outlets don’t compare to one strategic feature that influences decision-makers. ❌ AVE (Advertising Value Equivalency) is meaningless. This was never a meaningful metric. Did you spend that budget on ads? No? Then why measure it like one? It doesn’t capture influence or impact. ❌ "Total impressions" lacks context. Reaching the wrong audience 1M times = wasted effort. Context is important here. If it’s 1M impressions with your target audience that drives some meaningful outcomes—that’s your metric. ❌ "Social follower count" is shallow. Having 50K silent followers is cool and all, but give me 5K engaged people any day. Social is shifting from brand followers to people, making follower count even less relevant. . Here's what (I think) actually matters in 2025: ✴️ Narrative Share (think thought leadership, elevated) → Are you shaping how people think about key issues? → What percentage of relevant conversations include your POV? → Are you leading the narrative—or playing catch-up? ✴️ Share of Voice *Quality* (not just mentions) Focus on: → Authority & Impact: Topic leadership and decision-maker credibility → Message Effectiveness: Perception shifts and resonance → Business Value: Lead quality and customer story impact → Stakeholder Engagement: How key audiences interact and respond ✴️ Audience Journey → What happens *after* someone sees your message? → Do your efforts drive real behavior change? → How are stakeholders engaging, retaining messages, changing behavior, or taking action? ✴️ Community-Driven Influence (beyond basic engagement) → Are you building advocates or just awareness? → What's happening organically in your networks? → Is your community telling your story for you? 🤔 I'll be the first to admit that measuring these isn't "easy" or as simple as open rates. Measuring the metrics that actually matter in PR requires a *mix* of qualitative and quantitative approaches, and it means leaning into tools, methodologies, and frameworks that go beyond surface-level data. 🗣️ Bottom line (and something I've been saying for years): PR isn’t just about getting your name out there. It’s about influencing how people think, feel, and act—to drive business OUTCOMES. If your metrics don’t reflect that, it’s time to rethink them. 📈 What PR metrics are you focusing on in 2025?

How do you measure the success of your strategy? As leaders, we understand the importance of having a solid strategy in place. But how do we know if our strategy is truly effective? And equally crucial, how do we identify the areas that require adjustment? 🤔 Measurement plays a vital role in evaluating the success of your strategy and making those necessary tweaks. Let's explore some key points on how to measure strategy success: 1️⃣ Define Clear Objectives. Start by setting clear and specific objectives that align with your organization's mission and vision. Ensure these objectives are measurable and time-bound, providing a clear roadmap for success. 2️⃣ Identify Key Performance Indicators (KPIs). KPIs are essential in evaluating progress towards your objectives. Identify the metrics that directly reflect the desired outcomes of your strategy. This could include metrics like revenue growth, customer satisfaction, or employee productivity. 3️⃣ Regularly Track and Analyze Data. Establish a system for tracking relevant data and analyze it regularly. This could involve gathering data from various sources such as sales figures, customer feedback, or employee surveys. Remember, data provides valuable insights into the effectiveness of your strategy. 4️⃣ Conduct Comparative Analysis. Benchmark your performance against industry competitors and previous periods. This comparative analysis helps identify areas of strength and weakness, enabling you to refine your strategy accordingly. 5️⃣ Seek Feedback. Don't underestimate the power of feedback from your team, customers, and stakeholders. Their input can provide invaluable insights and highlight any areas that may require adjustments or improvements. 6️⃣ Flexibility and Adaptability. Successful strategies are not set in stone. Embrace a mindset of flexibility and adaptability, allowing you to make necessary adjustments when needed. Monitor the market, stay updated on industry trends, and be ready to pivot if circumstances dictate. Implementing these measures helps you maintain a strategy that stays on track and remains adaptable in an ever-changing business landscape. Keep in mind that measuring success involves more than just achieving the desired outcome; it also entails a continuous process of improvement and refinement of your approach. #Leadership #strategy #DataAnalysis #Humanresources ***************************** 👉 Follow me for more leadership and practical insights on building high-performing teams. 👉 Ring the 🔔 for notifications.

Why rely solely on surveys when you can uncover the true state of DEI through concrete metrics? This is a question that echoes in my mind each time I embark on a new journey with a client. Surveys can provide valuable opinions, but they often fall short of capturing real facts and the nuanced realities of individuals within an organization. 🔎 Here are 6 key DEI metrics that truly matter: 📍 Attrition Rates: Take a closer look at why employees are leaving, especially among different groups. This will help you understand if there are specific challenges or issues that need to be addressed to improve retention. 📍 Leadership Pipeline Diversity: Evaluate the diversity within your leadership team. Are there opportunities for underrepresented individuals to rise into leadership roles? Are they equally represented on all levels of leadership? 📍 Promotion and Advancement Rates: Assess if all employees, regardless of background, are getting equal opportunities to advance in their careers. By monitoring promotion and advancement rates, you can identify any biases and work towards creating a level playing field. 📍 Pay Equity: Ensure that everyone is paid fairly and equally for their work. Address any discrepancies in pay based on not only gender, but also race, age, ethnicity or other intersectional factors. 📍 Hiring Pipeline Diversity: Examine the diversity of candidates in your hiring process. Are you attracting a wide range of talent from different backgrounds? Tracking this metric helps you gauge the effectiveness of your recruitment efforts in creating a diverse workforce. 📍 Employee Engagement by Demographic: Measure the level of engagement and satisfaction among employees from various groups. Are there any disparities in engagement levels? Run the crossings of identity diversity and organizational one. By focusing on these 6 concrete metrics, you can gain real insights into your organization's DEI progress based on actionable data that drives progress. ________________________________________ Are you looking for more HR tips and DEI content like this?  📨 Join my free DEI Newsletter: https://lnkd.in/dtgdB6XX

Over the last year, I’ve seen many people fall into the same trap: They launch an AI-powered agent (chatbot, assistant, support tool, etc.)… But only track surface-level KPIs — like response time or number of users. That’s not enough. To create AI systems that actually deliver value, we need 𝗵𝗼𝗹𝗶𝘀𝘁𝗶𝗰, 𝗵𝘂𝗺𝗮𝗻-𝗰𝗲𝗻𝘁𝗿𝗶𝗰 𝗺𝗲𝘁𝗿𝗶𝗰𝘀 that reflect: • User trust • Task success • Business impact • Experience quality    This infographic highlights 15 𝘦𝘴𝘴𝘦𝘯𝘵𝘪𝘢𝘭 dimensions to consider: ↳ 𝗥𝗲𝘀𝗽𝗼𝗻𝘀𝗲 𝗔𝗰𝗰𝘂𝗿𝗮𝗰𝘆 — Are your AI answers actually useful and correct? ↳ 𝗧𝗮𝘀𝗸 𝗖𝗼𝗺𝗽𝗹𝗲𝘁𝗶𝗼𝗻 𝗥𝗮𝘁𝗲 — Can the agent complete full workflows, not just answer trivia? ↳ 𝗟𝗮𝘁𝗲𝗻𝗰𝘆 — Response speed still matters, especially in production. ↳ 𝗨𝘀𝗲𝗿 𝗘𝗻𝗴𝗮𝗴𝗲𝗺𝗲𝗻𝘁 — How often are users returning or interacting meaningfully? ↳ 𝗦𝘂𝗰𝗰𝗲𝘀𝘀 𝗥𝗮𝘁𝗲 — Did the user achieve their goal? This is your north star. ↳ 𝗘𝗿𝗿𝗼𝗿 𝗥𝗮𝘁𝗲 — Irrelevant or wrong responses? That’s friction. ↳ 𝗦𝗲𝘀𝘀𝗶𝗼𝗻 𝗗𝘂𝗿𝗮𝘁𝗶𝗼𝗻 — Longer isn’t always better — it depends on the goal. ↳ 𝗨𝘀𝗲𝗿 𝗥𝗲𝘁𝗲𝗻𝘁𝗶𝗼𝗻 — Are users coming back 𝘢𝘧𝘵𝘦𝘳 the first experience? ↳ 𝗖𝗼𝘀𝘁 𝗽𝗲𝗿 𝗜𝗻𝘁𝗲𝗿𝗮𝗰𝘁𝗶𝗼𝗻 — Especially critical at scale. Budget-wise agents win. ↳ 𝗖𝗼𝗻𝘃𝗲𝗿𝘀𝗮𝘁𝗶𝗼𝗻 𝗗𝗲𝗽𝘁𝗵 — Can the agent handle follow-ups and multi-turn dialogue? ↳ 𝗨𝘀𝗲𝗿 𝗦𝗮𝘁𝗶𝘀𝗳𝗮𝗰𝘁𝗶𝗼𝗻 𝗦𝗰𝗼𝗿𝗲 — Feedback from actual users is gold. ↳ 𝗖𝗼𝗻𝘁𝗲𝘅𝘁𝘂𝗮𝗹 𝗨𝗻𝗱𝗲𝗿𝘀𝘁𝗮𝗻𝗱𝗶𝗻𝗴 — Can your AI 𝘳𝘦𝘮𝘦𝘮𝘣𝘦𝘳 𝘢𝘯𝘥 𝘳𝘦𝘧𝘦𝘳 to earlier inputs? ↳ 𝗦𝗰𝗮𝗹𝗮𝗯𝗶𝗹𝗶𝘁𝘆 — Can it handle volume 𝘸𝘪𝘵𝘩𝘰𝘶𝘵 degrading performance? ↳ 𝗞𝗻𝗼𝘄𝗹𝗲𝗱𝗴𝗲 𝗥𝗲𝘁𝗿𝗶𝗲𝘃𝗮𝗹 𝗘𝗳𝗳𝗶𝗰𝗶𝗲𝗻𝗰𝘆 — This is key for RAG-based agents. ↳ 𝗔𝗱��𝗽𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆 𝗦𝗰𝗼𝗿𝗲 — Is your AI learning and improving over time? If you're building or managing AI agents — bookmark this. Whether it's a support bot, GenAI assistant, or a multi-agent system — these are the metrics that will shape real-world success. 𝗗𝗶𝗱 𝗜 𝗺𝗶𝘀𝘀 𝗮𝗻𝘆 𝗰𝗿𝗶𝘁𝗶𝗰𝗮𝗹 𝗼𝗻𝗲𝘀 𝘆𝗼𝘂 𝘂𝘀𝗲 𝗶𝗻 𝘆𝗼𝘂𝗿 𝗽𝗿𝗼𝗷𝗲𝗰𝘁𝘀? Let’s make this list even stronger — drop your thoughts 👇

🍱 Design Patterns For Effective Dashboards (https://lnkd.in/ed6Rr_sC), with practical guidelines for designing better dashboards and practical UX patterns to keep in mind. Neatly put together by Benjamin Bach. 🚫 Don’t destroy user value by oversimplification. ✅ Oftentimes life is complex and tools must match life. ✅ Dashboard value is measured by useful actions it prompts. ✅ Aim to create understanding, rather than showing raw data. ✅ Start by studying audience, tasks and decisions to make. ✅ Choose what data is important for a user in each task. ✅ Choose a structure: single page, parallel pages, drill-downs. ✅ Select charts depending on data + level of detail to show. ✅ Then set layout density: open, table, grouped or schematic. ✅ Design interactions for exploration, filters, personalization. ✅ More data → more filters/views, less data → single values. ✅ Design for interface expertise levels: low, medium, high. ✅ Low: large text size, progressive disclosure, extra spacing. ✅ Medium: regular size/spacing, more data cards, shortcuts. ✅ High: small text size, heavy data, customization, filters. ✅ Support user’s transition between levels of proficiency. Dashboards are often seen as a way to organize and display data at a glance. And as such, too often it shows a lot of data without being actionable or meaningful. Yet the main task of a dashboard isn’t that — it’s to explain trends and communicate insights. Start by studying levels of user’s expertise. Segment the audience and explore what data they need to make decisions. Think carefully what charts would be both accurate and meaningful — rather than being an oversimplification or guide to misleading interpretations. Review defaults, presets and templates. Allow users to re-arrange and customize data density and widgets. Explore where a data table might help draw better conclusions. Most importantly: test your charts and dashboards meticulously. We don’t need to reveal all raw data at once, to everyone, and at the same scale and pace. But we need to support pathways for people to face complexity when they must, and discover only a set of actionable insights when they need. ✤ Useful Resources Dashboard Design Patterns & Workflow, by Benjamin Bach https://lnkd.in/eSCasdKG Practical Guide For Dashboard UX, by Taras Bakusevych https://lnkd.in/e5gMMgXv FT Visual Vocabulary (PDF), via Stéphanie Walter https://lnkd.in/ezu2w8Vr How To Design A Dashboard (free book), by David Matthew https://lnkd.in/enU-CxwU Data Dashboards UX Benchmarking, by Creative Navy UX Agency https://lnkd.in/edUgTH3G You Might Not Need A Dashboard, by Irina Wagner, PhD https://lnkd.in/eBSEkCyb #ux #design

"It's just about reducing CO2, right?" As a sustainability professional, I often feel like the public only sees what's above the water. But that visible peak is only held up by the complex work happening below the surface. When we talk about sustainability, we aren't just talking about carbon accounting. We are talking about a fundamental redesign of how our society and economy function. Look at the depth of the iceberg in the graphic, the real work involves: ↳ Social Justice & Carbon Equality: Recognising that climate change hits the most vulnerable hardest and ensuring the transition is fair. ↳ Regenerative Design & Biodiversity: Moving beyond "doing less harm" to actively restoring ecosystems and protecting the variety of life that sustains us. ↳ Circular Economy: Completely rethinking supply chains to eliminate waste and keep materials in use. ↳ Water, Food & Oceans: Addressing the interconnected crises of water scarcity, food security, and ocean acidification. CO2 reduction is the metric everyone quotes. But biodiversity loss, social inequity, and resource depletion are the systemic risks that will determine our future. We can't solve the climate crisis by only looking at the tip of the iceberg. We have to dive deep. Is the corporate "Carbon Tunnel Vision" blinding us to the wider, systemic risks that lie beneath the surface?

The business value of measuring and reducing carbon emissions 🌎 Understanding and addressing carbon emissions is an essential aspect of modern business operations. Emissions are categorized into three scopes, each representing different parts of an organization’s value chain. Scope 1 includes direct emissions from owned or controlled sources, such as facilities and vehicles. Scope 2 refers to indirect emissions from purchased electricity, steam, heating, or cooling. Scope 3 encompasses indirect emissions across the entire value chain, such as purchased goods, waste, and downstream use of products. Accurately measuring emissions across these scopes allows organizations to identify climate, financial, and regulatory risks. This enables businesses to proactively address challenges, align with evolving regulations, and mitigate exposure to potential liabilities. Measurement also provides a foundation for setting reduction targets and tracking progress toward achieving sustainability goals. Reducing emissions creates opportunities for operational efficiency and cost savings. For example, transitioning to energy-efficient systems or optimizing supply chain processes can lower energy consumption and reduce waste. These actions not only contribute to environmental goals but also improve the bottom line through lower operational costs. Integrating emissions reduction strategies into business models supports long-term competitiveness. In a low-carbon economy, organizations that lead in decarbonization can distinguish themselves from competitors. This differentiation enhances brand reputation, strengthens relationships with suppliers and customers, and opens opportunities for market expansion. Furthermore, transparent emissions management builds trust with stakeholders. Investors increasingly prioritize sustainability performance in their decision-making, and employees value alignment with organizational values. A credible approach to emissions reduction can enhance investor confidence, improve employee engagement, and secure a stronger social license to operate. Measuring and reducing carbon emissions is not solely a regulatory or environmental imperative—it is a strategic business opportunity. Organizations that integrate these practices into their core operations can reduce risks, capture efficiency gains, and position themselves for success in a rapidly evolving economic and environmental landscape. Source: Thinkstep #sustainability #sustainable #business #esg #climatechange #climateaction #emissions

The future advantage few are talking about As the maritime industry holds its breath for an industry-defining moment, let’s not forget...💡 Decarbonization isn’t a burden. It’s a business advantage. And with the rising cost of future fuels, efficiency just became the most profitable decision you’ll make. Research shows a clear winner’s edge: Top-performing fleets don’t just cut carbon—they cut costs. ~10% better energy efficiency → ~8% lower opex. This isn’t theoretical. It’s measurable. And it’s happening now. ⚙️ Retrofit your propeller? 📉 Lower fuel bill. ⚡ Install hull coatings? 📉 Lower emissions. ✅ Do both with the right team and incentives? 💥 Competitive edge. The message? 1. Efficiency is no longer optional. It’s strategic. 2. This is how leaders will win: 3. Know your carbon data 4. Plan dry-dock upgrades early 5. Align owner/operator incentives 6. Pilot like a tech startup 7. Stop waiting for regulation to force your hand ⏳ The smart money’s already moving. Are you? 👉 Full article here: https://lnkd.in/eqpTX8t7 #Maritime #Shipping #Decarbonization #EnergyEfficiency #FutureFuels #SustainableShipping #ClimateAction #EfficiencyIsProfit #NetZeroShipping #GreenTransition Mærsk Mc-Kinney Møller Center for Zero Carbon Shipping A.P. Moller - Maersk CMA CGM MSC Mediterranean Shipping Company Hapag-Lloyd AG Boston Consulting Group (BCG) Laurids Møhl Schack Daniel Cáceres Koppelhus Katherine Cote Dr. Patrick Herhold Camille Egloff Vincent Clerc Didde WelinLasse BuschUlrik SandersBo Cerup-SimonsenGlobal Maritime ForumGlobal Centre for Maritime Decarbonisation (GCMD)ShellWärtsiläDNVMAN Energy SolutionsPort of RotterdamShippingWatchJulian Bray Søren SkouIngrid Irigoyen