We’ve all been in a meeting where there’s a senior engineer or executive poking holes in the data and decision-making you’re presenting. If you’re not prepared, it can be uncomfortable. It’s easy to have responses for simple things such as, “Is this bug important?” or “What’s our churn for this month?” – you can rattle off numbers. But responding is harder for more complicated questions that involve “why” or “how,” such as, “How should we increase engagement for our product?” or “How do we address our high churn rate?”
Point #2 is, I assume, where large companies with siloed departments go wrong when strong leadership is missing. Each team at Spotify (in your example) might have a shallow definition of what engagement looks like. The podcast team would focus on downloads, music team on listens, onboarding team on return within X days, etc.
Even if the definition isn’t vague per se, it would hurt the business if too many teams stray from a central POV on what ‘value’ is.
How to transform data points into airtight narratives
Point #2 is, I assume, where large companies with siloed departments go wrong when strong leadership is missing. Each team at Spotify (in your example) might have a shallow definition of what engagement looks like. The podcast team would focus on downloads, music team on listens, onboarding team on return within X days, etc.
Even if the definition isn’t vague per se, it would hurt the business if too many teams stray from a central POV on what ‘value’ is.