Emilio Garcia argues that you should only track metrics aligned with your actual business goals. What matters shifts with strategy: aggressive growth, market share, or margins demand different measurements. Pick metrics that reflect your current priority, not generic growth indicators.
What makes a metric worthy of being followed is that it's ideally, if not perfectly, highly aligned with the metrics of the business, of the overall organization. That's one, one thing that makes it for me worthy of pursuing. And the other one that is very important is that what's important for the business, while this is this global idea of growth, and market penetration and return on investment. It doesn't have always the same intensity and it doesn't always have the same focus. There are organizations that are not that worried about, you know, crazy high growth and maybe just maintaining market share, or that at some point in time are more work on improving margins, not necessarily increasing revenue. So you have to be conscious or aware of what level of importance the organization has as a demand generation practitioner or executive.
