You launch the sprint review. The metrics deck lands on the screen: customer churn, social media mentions, page load times, net promoter scores. Silence. No one speaks because no one knows what action any of it demands. That’s the quiet killer of analytics culture. We gather numbers, not because they guide us, but because they exist. Measure What Matters analytics is a rebellion against that.
Measure What Matters analytics cuts through dashboard clutter
At first glance, more data feels better. Like carrying ten tools into the woods instead of three. But soon you realize: you’re lugging around weight you never use. I once worked with a mid-market retailer swimming in metrics. Their dashboards sparkled with data points, but the meetings were jammed with questions like, “Why did our click-through rate fall?” and “Is this drop in engagement seasonal or a red flag?” Nobody knew, because the team hadn’t decided which metrics were fixable and which were just… interesting.
In “Entrepreneurs: Beware of Vanity Metrics,” Eric Ries highlights how metrics such as page views or sign‑ups “look great on paper but aren’t action-oriented.” He recommends evaluating every metric through three criteria: is it actionable, accessible, and auditable, to ensure your KPIs drive meaningful change, not just decoration.
Vanity metrics create a false sense of security
This is where things get dangerous. Metrics like brand awareness, sentiment score, or total impressions look fantastic on slides. They give off a warm glow. But they’re like mood lighting—nice ambiance, no clarity. If your bounce rate jumps, you can adjust page layout or navigation. If brand sentiment dips, well, maybe tweet less? The Measure What Matters analytics approach demands every metric earn its spot by answering this: what will we change if this moves?
Use business value questions to separate signal from noise
This is where my favorite teaching moment lands. I run a class on business value questions. We start with the basics: Is this problem worth solving? If yes, does it need a data insight or a process change? That small, structured pause is where most companies flail. They chase data because it’s available, not because it’s useful. When you ask those questions up front, you reclaim agency. You stop reacting and start designing.
Run a KPI audit with action at the center
So let’s talk tactics. Here’s how you pivot to Measure What Matters analytics:
- Actionable mapping: For every metric, write down the next step if it goes up or down. If you draw a blank, the metric fails.
- Fixability score: Tag each KPI as Fixable this sprint, Fixable this quarter, or Not fixable. Be ruthless. Cut or sideline anything in the third bucket.
- Dashboard pruning: Keep only the metrics that directly tie to levers you can pull now. The rest can live in an appendix or a quarterly strategy doc.
From data paralysis to product momentum
One product team I coached trimmed their dashboard to three metrics: Cart Abandonment, Checkout Completion Time, and First-Click Conversion. Every one of those tied to a known lever. That week, they dropped two unnecessary forms from checkout and saw a measurable lift in conversions. Suddenly, meetings became exciting again. People showed up ready to build, not just stare at charts.
Measure What Matters analytics doesn’t mean flying blind
This isn’t about ignoring context. You still track the slower, squishier numbers like brand lift or long-term retention—you just don’t let them drive the bus. You move them off the core dashboard and into strategic reviews where they belong. Measure What Matters analytics gives you permission to stop performing data theater and start fixing things.
Don’t worship dashboards. Build outcomes
Data should feel like a wrench in your hand, not a painting on the wall. Every metric that survives your audit should demand action. If your KPIs aren’t unlocking new behavior, they’re just decoration. There’s real power in walking into a room and saying, “We measure less, but we fix more.”
Want help building your version of this?
This is where I come in. Whether it’s retooling dashboards, coaching teams through KPI audits, or teaching your org how to ask better business value questions, I help companies reclaim momentum. Analytics shouldn’t be a tax on your time. It should be a springboard. Let’s talk about what you actually want to move and how to measure only that.