This chapter is from the book
This chapter is from the book
This chapter is from the book
Moving Forward
As we have discussed in this chapter, there is so much noise happening all around us, it can be hard to decipher signals from that noise. Traditional organizations tend to measure activities and outputs without considering the value they deliver. Realigning measurement around value is a major shift that requires challenging assumptions about work, utilization, and efficiency that are widely held by many in the organization.
Measuring value delivered to close customer satisfaction gaps is eye-opening for most organizations. Once they can see where they need to go, it is easier to discuss what improvements they need to make to get there. Efficiency and speed are still important, but only to the extent that they help organizations run experiments about value faster.
In the next chapter, we continue this discussion by looking at how organizations improve their ability to deliver value through their products (and services, which are just another kind of product). Products are simply vehicles for delivering valuable outcomes to customers. Organizations improve their ability to work toward their goals by shifting their focus from features and functions to valuable outcomes that help close satisfaction gaps.