Today I want to start sharing my experience of learning and implementing the Metrics Tree tool in our company's product teams.

As a product coach, I help teams figure out this tool and use it effectively. 💪

So, our task is to decompose the bank's strategic goals at the team level. For example, we have "conditionally" three main goals:

• NPS
• ROI
• Number of new customers

At the tribal level (departments that develop products, for example, credit cards, loans, mobile applications, chatbots, etc.), these goals are transformed into more specific tasks. We have more than 50 teams and more than 10 tribes, and each tribe puts these three strategic goals into its own, for example:

• New clients
• Number of transactions
• Percentage of automation
• Sessions

What is the difficulty? 🤔

The difficulty arises when you need to decompose the goals of the tribe at the level of product teams. For example, the goal "Number of new customers" is difficult to decompose if we have separate onboarding, activation, acquisition, sales funnels, etc. They are all part of the same product, but they also have their own areas of responsibility.

How does the "Metrics Tree" help solve this problem? 💡

The "Metrics tree" helps:

• To overshadow the contribution of each team to a common goal.
• Show how each team affects the outcome metrics (which it can directly affect) and output metrics (which are the result of the work of several teams).

My task as a product coach is to help teams understand this tool through training, consulting, workshops and leadership of the product community. 🚀|

What has already been done? ✅

We have been implementing the "Metrics Tree" for about four months now. During this time, some teams began to build their trees at the tribe level. We are learning to understand and negotiate how each team will influence the metrics of the tribe and which challenges it will drive.

This is just the beginning! 😉

This post opens a series of publications about product metrics and the Metrics Tree tool. Stay in touch!