When managing a lean portfolio, what KPIs do you use to prioritize initiatives across your organization?
We sometimes used a net promoter score on different aspects such as internally on the help desk and service desk side of things. We did surveys after doing net promoter scores or—depending on the type of business you are—it could be a net promoter score more externally.
The importance of evaluating employee happiness during remote work is a good point. We do customer satisfaction scores (C-SATS) and then Employee SATS as well. But that's more internal; I do C-SATS for each vertical like the sales team, marketing team and others. Although our company does measure eNPS, employee net promoter score. That's a good one.
Determining whether an initiative is actually removing some of your technical debt is difficult. But then again, you could argue that almost anything new you're doing is creating new technical debt. It's a bit of a philosophical argument.
It is. When I'm introducing a new technology or moving it to the cloud, the way I pitch it is, "I will get rid of 14 different technologies that are strewn all over my organization and instead, I will bring in the technical debt of one single fast product." We will never get rid of technical debt; it's like a credit card, you’ll never be free of it. But how much you manage it is within your control.
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Scalable AI49%
Composable Data and Analytics41%
XOps23%
Data Fabric34%
Engineering Decision Intelligence25%
Augmented Consumers6%
Edge Computing25%
We already use a Time-as-a-Service model21%
We would consider a Time-as-a-Service model60%
We would not consider a Time-as-a-Service model19%
So I always do a split between business metrics and operational metrics. Operational metrics would be bugs and post deployment things; business metrics would be, what value did we add? Were we able to reduce our sales cycle? Customer case deflection could be another one to service cloud implementation.