With anything they can do a little bit differently to resist proxies in their organization? How many people will feel that currently in your organization, your organization uses proxies to some extent? To some extent. We'll think about what can we do to resist proxies. Principals and KPIs. Make your measures really reflect your vision and your values. We have some folks from Salesforce here. The V2MOM is a system that really makes your metrics reflect your vision and your values. It's an alignment mechanism. You can learn a lot more about it online. But the whole purpose is to not start with the metrics, not pull the metrics out of nowhere. But to really think about what are we measuring, and how does it align with our vision and values? At Intuit, is anybody here from Intuit? Intuit? Yes, as of a month ago. Okay. The True North dashboard, what is that? Intuit went through a realignment exercise of rethinking its metrics across the organization. One of the things that Scott Cook, the founder of Intuit, realized, was that what they were saying is that they were a very customer-centric organization, but the things that they were measuring were actually more financial outcomes. How did they realign their dashboard to put customers first? You can read this dashboard from left to right in priority order. If we take care of the employees, and we make the customers happy, then the shareholders will be just fine. The way that the business reviews are conducted, and the product reviews, is that they read the dashboards from left to right, and focus on the metrics that are red or yellow, especially on the employee and the customer side. Then, the idea is that these are green, then these will be green. That there's a causal effect. These are lagging indicators, these are leading indicators, and these are the things that product people should really focus on. So really that realignment of the dashboard to reflect the values and the vision of making Intuit customer-centric, directly reflected in what the organization measured. Then, finally, experimentation and iteration. So sharing your work in progress to customers early and often, and listening to their feedback and what they have to say. We all know about experimentation and iteration. This is a slide from the Laney experience redesign, where we sketched together very frequently, got feedback from customers over and over again, and we just did sketching. Sketching is such a democratic process and set of tools. Because you can get together in a room with product managers, designers, and engineers, give everybody some paper and Sharpies, and start sketching together. If anybody's gone to kindergarten, they can sketch. So they can really be collaborative and iterate, and brainstorm together, and experiment through with customers. One of the things I hear a lot of people say is, "Well, Tatiana, this is great if you work in technology. But we're in a highly regulated industry." Or, "We're in the government, we can't experiment and iterate the same way that you consumer tech people can." This is a project that we did at IDEO with the Consumer Financial Protection Bureau. We worked with Elizabeth Warren to try to figure out what are some consumer engagement tools? How do we create tools to help American citizens make better financial decisions? This was extremely heated. Congress did not like this agency. Anything that would have created and put in front of consumers to try to get feedback, would have been very politically contested, and very politically filled with landmines. So what we did was, we created some, initially, paper prototypes and then some envision app-like prototypes. If you notice what these prototypes looked like, they had no words, they just had interactions. We had people click around and then they said, "Well, what does this say?" They're like, "Well, if you're taking out a student loan, what would you expect it to say?" What would be helpful for you?" So we actually iterated with very open-ended conversations, experimented and got feedback with very open-ended conversations. Because it was just so rife with potential PR, and regulatory and congressional oversight, implications, if we actually started to put anything in front of people. Then, when we actually did iterate with words and language, what we actually did was we said, ''Here's what people said they wanted, so we put this in the prototype." We had the documentation of people saying that they wanted this, as opposed to us coming up with it. That was a way to experiment and iterate through once we actually started to create the real apps, to say this is what people said they wanted, whenever we were asked. Your second exercise. What vision and values do your current metrics communicate? What story do your metrics tell about what matters? With your partner, talk about your current top metrics, the story that these metrics tell. How many of you guys use engagement as your current top metric? Anybody? Engagement. Think about engagement. Engagement, do your customers actually care about how engaged they are with your product? Is that something that's valuable to them, or is that something that's valuable to you? What story does that tell? Then, what could we start measuring to shift the story? What are the things that your customer actually values, that we can start measuring to shift that story that we're telling internally, and that we're communicating to the world. We're going to do the same thing: two minutes and two minutes. Okay? Great. Go.
