An executive for a Fortune 100 company recently asked me a question that seemed fairly simple: “How do I prove customer value?” The executive recounted how they make decisions to fund initiatives that they are told customers will value, but they don’t really know what value customers actually receive.This is a problem, because we only achieve key business outcomes if customers find value in what we do. Today, that means ensuring you’re making data-driven decisions about what you fund. As a result, it’s vital to define the telemetry and the metrics you will use to prove value—and to do so up front, before anything is approved or ready for development. This led me to develop a chart that can be used to prove that the changes you are making will provide value to customers.  To read this article in full, please click her
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