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PH1 core capbility
YEARS EXPERIENCE
9 to 10 years
TYPICAL CLIENT
VP Product, Chief Digital Officer, Head of Analytics, VP Operations
NECESSARY TIMELINE
Less than 2 months
Our POV
Most initiatives agree their measures after launch, which means the measure becomes whatever the available data happens to show. Agreeing them beforehand is the step almost every programme skips and almost every programme later wishes it had not.
A framework is only useful if the organisation can actually produce the numbers. A metric tree that requires instrumentation nobody has built is a document, not a measurement system.
What We Do
Define the outcome in measurable terms. What has to be different, for whom, by how much, and by when, agreed with the people who will be held to it.
Build the metric tree. Linking product-level measures to the business results they are supposed to move, so a change in one explains a change in the other.
Specify the instrumentation. What has to be captured, where, and in what form, written so your analytics team can implement it without interpretation.
What We'll Deliver
Outcome definition with thresholds and timeframes
Metric tree linking product measures to business results
Instrumentation specification your analytics team can implement
Reporting structure for leadership and board cadence
Baseline capture plan for before the initiative starts
Agreement on what would count as failure, not only success
When This is Essential
An initiative is about to start with no agreed definition of success
Leadership and delivery teams disagree about what is being measured
Reporting exists but does not connect to business outcomes
Before a phase gate that will be judged on evidence
When the last initiative could not prove whether it worked
Combine With These Services
AI Adoption & ROI Measurement — measure the AI investment against the framework
Feature Impact Evaluation — apply it to a specific release
CX Strategy — connect measurement to the wider plan
Part of AI Product Evaluation and Strategy & Planning.
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Submissions