Practically speaking, it can be difficult to establish the practise of metric reviews because you need to persuade other functions that it is worthwhile of their time. If you are the data representative, start by discussing the concept with the team member who is in charge of the team’s overall work and who is most interested in keeping track of developments and working towards a common objective. The CEO, a general manager (such as the head of operations or the head of sales), or a product manager could be the one to do this (ie PM, engineering lead, etc.)

If you are the one who is directly responsible, bring up the concept of a metrics review with your data partner. Ask the rest of the team to commit to giving it a shot for at least a quarter if you and your partner are in agreement. Friction is also decreased by starting the exercise during an already-concluded team meeting.

Your metrics evaluation doesn’t have to be exhaustive to begin with. Start off with a 10-minute period every other week. In the initial sessions, the data representative should be prepared to set the agenda and remind everyone of the objectives. (This is our primary success metric. I’m displaying this section to you because (I’m displaying this associated metric because…) Get feedback on the best set of metrics and cuts to look at during the first few sessions.

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