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Key Metrics: Comparing Three Letter Acronym Metrics That Include the Word “Key”
Summary
Key Insights
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Nicole emphasizes linking accessibility initiatives to corporate Key Strategic Priorities to demonstrate business value beyond compliance.
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Shashi's KPI Compass framework categorizes innovation metrics into quadrants balancing leading/lagging and thought leadership/impact.
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Key Experience Indicators (KEIs) are distinct from KPIs and focus on user-centered measures that predict experience failure risks.
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Measuring behavior change is crucial to predicting innovation success, not just tracking final business metrics.
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Consistency in metrics terminology and templates across teams helps avoid sidetracking conversations with engineering partners.
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Canary indicators identify critical experience fail points that can doom a product if not monitored carefully.
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Strategic priorities, like Hilton’s KSPs, tend to remain stable over years to guide multi-year initiatives reliably.
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Storytelling and communication training are vital for teams to convey the value of accessibility and design work aligned with business objectives.
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In ambiguous or innovative contexts, metrics should remain a conversation starter rather than imposed fixed covenants.
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Using user and market feedback can shift early metrics from vanity measures (like downloads) to meaningful adoption and usage data.
Notable Quotes
"If we are working on something that does not ladder up to our KSPs, then we should not be working on it."
"The canary in the coal mine—that’s how we identify the fail points in the user experience we absolutely can’t miss."
"Innovation is invention multiplied by adoption multiplied by inclusion."
"Metrics are always a conversation, they shouldn’t be a covenant."
"Adoption is the only thing that matters in innovation. If you’re not changing behavior, you haven’t innovated."
"Key is a reminder that these metrics reflect what is authoritative and important to the customer and the business."
"If you only measure vanity metrics like downloads, you risk tracking numbers that don’t translate to real usage or value."
"Our KSPs do not change year over year because changing them frequently is disruptive for the business direction."
"We use storytelling to turn accessibility from just compliance into a business differentiator that executives care about."
"When there’s dispute over what to measure, use that as an opportunity to discuss the behavior you want to change and the value capture."
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