Listening to another large company design leader apologizing for using Net Promoter Score, saying it’s because it is something “easily explainable” to their executives.
The problem is NPS changes never reflect added or reduced value to the customer or user.
The problem is NPS changes never reflect added or reduced value to the customer or user.
You can’t tell, when the NPS goes up, how the product or service is now more valuable than before.
You have no idea, when it goes down, how it’s less valuable than before.
You have no idea, when it goes down, how it’s less valuable than before.
Executives are smart. They see right through this kind of tomfoolery.
They accept NPS because it lets them have whatever agenda they want, detached from whatever actual value their teams are or aren’t delivering.
They accept NPS because it lets them have whatever agenda they want, detached from whatever actual value their teams are or aren’t delivering.
Any generic measure has the same problem. It’s not unique to NPS.
If you’re measuring what customers actually value, then things like NPS fall by the wayside.
But measuring actual value is specific to the product and often the customer. It’s not easy to measure.
If you’re measuring what customers actually value, then things like NPS fall by the wayside.
But measuring actual value is specific to the product and often the customer. It’s not easy to measure.
If the organization is serious about measurement, it needs to be serious about investing in measuring what’s important to success.
Not some cheap off-the-shelf pseudo-science metric that has never proven to mean anything.
True design leaders don’t use crappy measures.
Not some cheap off-the-shelf pseudo-science metric that has never proven to mean anything.
True design leaders don’t use crappy measures.
