If we don’t take control of the metrics to be measured by, they will control us when management chooses the wrong targets.
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Successful CEO transitions often begin with a period of active listening to all stakeholders, especially when the new leader comes from another industry. Embedding more formal research processes into the CEO’s decision-making approach further enhances the chances that he or she will make effective decisions – and be able to convince others to follow the path they lay out.
All too often companies conduct a survey and do nothing with the results. This problem can be avoided by making sure that management is committed to acting on the findings before you even conduct the research.
All too often companies conduct a survey and do nothing with the results. This problem can be minimized through developing a highly actionable survey in the first place.
When you measure hits on inter/intranet sites, you are measuring overall volume of usage — how many times parts of your site have been opened. However, hits don’t distinguish between the opening of an entire page or a single illustration.
If you want to go beyond the usual limits of a traditional readership survey that tells you how well received a publication is, first clarify your objectives. Then you might include additional “impact” questions on your next survey.
Some of the most common questions about surveys are: “How many surveys do I need to distribute?” “What’s the right sample size?” “What’s a good response rate?” Find the answers in this article.
The dark days of haphazard readership surveys and job-justifying communication audits have given way to an era characterized by more intelligent, specific, strategic communication measurement efforts. Are you keeping up with the times?