The Monday Morning Number

Who this book is for

Người làm sản phẩm ở doanh nghiệp Việt Nam: product manager, product owner, trưởng nhóm sản phẩm ở công ty phần mềm, ứng dụng di động, sàn thương mại điện tử, fintech và bộ phận số của doanh nghiệp truyền thống; làm việc hằng ngày với kỹ sư, thiết kế, đội bán hàng và chăm sóc khách, thường không có đội nghiên cứu người dùng hay phân tích dữ liệu riêng.

Sound familiar?

• The dashboard has dozens of charts nobody opens except before meetings.
• Each department counts active users differently and argues over which is right.
• When the number rises everyone is happy, and nobody knows why.
• Metrics were chosen because they are easy to measure, not because they mean anything.

Each chapter answers one question

1. Chapter 1: Can one number really steer the whole team?

   Which number shows my users are really getting value?

   A shared number pulls the whole team in one direction, if it reflects the value users receive.

2. Chapter 2: The numbers are right, so why is our conclusion wrong?

   Did this week's number rise because the product improved or because of something else?

   Most wrong conclusions come from reading numbers without context, not from wrong numbers.

3. Chapter 3: Do more charts really make a clearer dashboard?

   If I could keep only five charts, which would I keep?

   A dashboard is useful when it answers a question in thirty seconds.

4. Chapter 4: Do we review numbers to decide, or to nod?

   Does my team's metrics review end with action or with nods?

   A number only has value when someone reads it regularly and asks why.

5. Chapter 5: The metric went up, but did users gain anything?

   Is there a way to push my number up without users benefiting at all?

   When a metric becomes a target, people find ways to push it without doing better.