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The first step to making any improvement is to measure where you are NOW. The only problem?
Just tracking numbers is not enough if you want to become (or remain!) an industry leader. For that, your organization needs to start measuring the types of metrics that drive meaningful action and continuous improvement.
When you measure what really matters, something powerful happens. Your metrics become catalysts for growth, and you help everyone in your organization make better decisions and take more effective action.
This shift in how you measure creates momentum that traditional metrics alone can never achieve.
Check out this presentation from at the Minor Leadership Conference for more!
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Below is an Autogenerated Transcript
Measure what really matters. Now that’s an interesting one. Today in the presentation by CEO Kunal, he showed us targets, right? How many restaurants will open? Dilip talked about what’s going to be our top line revenue growth. How many new restaurants, how many countries, how many brands. All that’s fine. And you know what? That’s normal in business that they focus on the financial objectives. We’re a publicly listed company too, shareholder value.
But wait, wait, wait, what is a precursor? What comes before that would let you know if we’re going to get that, how do we know? Well, because we’re getting really good scores. If we’re getting great customer net promoter, if we’re getting great satisfaction, if we’re getting great team engagement, great place to work. High score, ranking this year. Congratulations. If you’re getting all that, you’re going to make the money. But you don’t do that every day. Those surveys happen from time to time.
So how do you know before the survey that you’re going to get high scores? That would be- how many compliments are you getting? How much positive feedback? How many TripAdvisor score? Five star? How many pats on the back? How many big thank yous from your customers and your team members? Now why does somebody give you a compliment? Do they compliment you because you did what they expected? No, you just did what they expected. They compliment you when you do something new, something different, something better. And you know what? If you do a lot of that, you get that.
But which of these do senior leaders often spend a lot of time looking at and talking about? Ba-boop. And which of these could every person in MINOR food actually do something about every day. Do-do. But do you measure it? Do you have a challenge or a goal or a number for your outlet? How many new ideas are we going to generate this month? How many new approaches should we try within our brand in the first quarter? Second quarter? Third quarter. If you drive this, you will get that.
