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How well have the teams adopted? What’s the impact on their workflow?
Limited feedback is better than no feedback. Use what you have.
I always explore the boundaries. And many times my metric is “yes or no”.
Is there any way to link to a productive metric ?
Is there any way to get a “thumbs up/down” survey from users ?
Any risks department / division / company that are mitigated by the product ?
Many times there are multiple layers of users. Employee Bob uses product to do X so that Customer Amy buys stuff from company. So I will see I can find metrics on the indirect users (Customer Amy).
Basically I am looking for anything that helps with ensuring the product is aligned to need and mitigates risks.
Over the years there were multiple products that I had no success metrics. I had some KPIs. So I focused on stakeholder management and the KPIs for these products.
Good luck.
IMO - if you know feedback is limited, then it’s completely within your authority (and responsibility) as a product manager to build alternative feedback mechanisms in to the product so that you can track performance. The hallmark of good product planning isn’t just answering “can I build [the thing] to solve a problem?” It also includes answering the question “how do I confirm that [the thing] is successfully doing its job in the eyes of the users?”
This can come in the form of embedding a product monitoring tool like PostHog to measure user behaviour in the product, or building pop up survey in the workflow with a tool like Pendo, or doing an old school quantitative feedback survey, or customer interview, but you’re always anchoring any build decision with “how will I know this actually solved what I intended to solve for the user?”
One easy trick to understand what tools to put in place is to get your team together and brainstorm some answers to these questions:
1. “if this was solving what it was intended to solve for users, how would they behave? How often would they log in? How often would they use the tool? reach out with questions / customisations etc. etc.”
2. “If this was not solving what it was intended to solve, how would they behave?”
Once you’ve identified potential behaviours that can act as leading indicators of performance, then you can work on brainstorming together:
3. “What tools can I put in place to monitor these behaviours based on my budget/ability etc etc?”
Of course you then only track the behaviours you can, and in many cases you won’t be able to track certain behaviours and will need to rely on proxy indicators, but at least it means your strategy is focused in the right direction.
You then plan this into your next sprint as a top priority with the justification that your ability to measure successful behaviours is paramount to your ability to build a successful product.
Hope this helps.