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From: modji <info@modji.ca>
Date: Wed, 22 Jul 2026 22:28:47 +0200
Subject: [PATCH] vault backup: 2026-07-22 22:28:47

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+
+**Date:** 2026-07-22
+**Status:** 💡 Idea
+
+## The Idea
+
+Create a formal framework connecting the organization's strategic pillars and objectives to measurable indicators of success.
+
+The organization already has:
+
+1. Strategic pillars
+2. Strategic objectives
+3. Large amounts of operational and audience data
+
+What appears to be missing is the layer connecting strategy to measurement:
+
+Strategic Objective
+→ Definition of Success
+→ KPI
+→ Target
+→ Supporting Metrics
+→ Data Source
+→ Business Owner
+→ Reporting / Analysis
+
+The objective is not to have Data & Analytics independently decide what the company's KPIs are.
+
+The objective is to establish a process where business owners and leadership define what success means, while Data & Analytics ensures those definitions can be measured consistently, reliably and transparently.
+
+## Problem / Opportunity
+
+The organization has five strategic pillars:
+
+1. Offer content reflecting communities and their reality
+2. Become the educational reference for Francophones in minority contexts
+3. Build a technological and operational ecosystem supporting a digital-first model
+4. Become an employer of choice
+5. Diversify revenue sources to ensure sustainability
+
+There are also strategic objectives under each pillar.
+
+However, many of the objectives are directional rather than directly measurable.
+
+Examples:
+
+- "Devenir la référence éducative"
+- "Adapter nos contenus aux besoins du public"
+- "Optimiser notre écosystème technologique"
+- "Être un employeur de choix"
+- "Diversifier les sources de revenus"
+
+These are valid strategic directions, but they do not by themselves answer:
+
+> How will we know whether we succeeded?
+
+A recent example exposed this gap.
+
+A cross-platform video analytics report was created using data from several platforms.
+
+When the VP Technology saw the report, one of his first questions was:
+
+> "What are the KPIs?"
+
+At the time, I interpreted the question as asking which metrics were available.
+
+In retrospect, the more important question was:
+
+> Which of these measures tell us whether the organization is succeeding?
+
+The report solved the data availability problem.
+
+It did not solve the strategic measurement problem.
+
+## Why It Matters
+
+Without clearly defined KPIs:
+
+- Reports can contain many numbers without showing whether the organization is succeeding.
+- Departments may select different metrics to describe success.
+- A department may emphasize numbers that make its performance look favourable.
+- Leadership cannot easily compare actual results against strategic objectives.
+- Different analysts may interpret success differently.
+- Strategic plans can become difficult to evaluate objectively.
+- Data exists without necessarily supporting decisions.
+
+A KPI framework would connect strategy directly to measurement.
+
+Instead of leadership seeing:
+
+> 1.4M views
+
+leadership should eventually be able to understand:
+
+> Our objective is X.
+>
+> We measure success using Y.
+>
+> Our target is Z.
+>
+> Current performance is A.
+>
+> These supporting metrics explain why.
+
+## Who Benefits?
+
+- CEO
+- Executive leadership
+- Content leadership
+- News
+- Education
+- Marketing
+- Technology
+- HR
+- Finance
+- Data & Analytics
+- Other business units
+
+## Possible Approach
+
+### 1. Start With Strategy, Not Data
+
+Do not begin by asking:
+
+> What metrics do we have?
+
+Begin with:
+
+> What are we trying to accomplish?
+
+Then:
+
+> What does success look like?
+
+Only then determine the appropriate KPI.
+
+Example:
+
+Strategic objective:
+Increase the relevance and consumption of our content.
+
+Definition of success:
+More members of our target audience consume and return to our content.
+
+Candidate KPI:
+Viewing hours
+
+Target:
+To be determined by leadership/business owner
+
+Supporting metrics:
+- Reach
+- Starts
+- Completion rate
+- Average viewing time
+- Returning audience
+- Platform
+- Content type
+
+### 2. Distinguish Metrics From KPIs
+
+A metric measures something.
+
+A KPI measures something specifically selected to indicate whether an important objective is succeeding.
+
+Example:
+
+Views = metric
+
+If the organization's objective is to increase digital content consumption and leadership agrees that viewing hours represents success:
+
+Viewing Hours = KPI
+
+A report may contain dozens of metrics while leadership only needs a small number of KPIs.
+
+### 3. Distinguish KPI From Target
+
+KPI:
+
+Monthly Active Educators
+
+Target:
+
+Increase Monthly Active Educators by 15% YoY
+
+The target determines the desired performance.
+
+The KPI determines what is being measured.
+
+### 4. Establish Ownership
+
+Data & Analytics should not independently decide what success means for every department.
+
+The appropriate business domain should participate in defining success.
+
+Examples:
+
+Education owns the business context of Education.
+
+News owns the business context of News.
+
+HR owns HR definitions.
+
+Finance owns financial definitions.
+
+Marketing owns Marketing's business context.
+
+Data & Analytics should facilitate the measurement framework and ensure that:
+
+- definitions are documented
+- calculations are consistent
+- sources are known
+- data quality is understood
+- historical information is preserved
+- reports use the same definition
+- authorized departments can access the information
+
+Business ownership does not automatically mean exclusive control over reporting or distribution.
+
+### 5. Interpretation Model
+
+The desired model is collaborative.
+
+Data & Analytics / embedded partner:
+
+- What happened?
+- Where did it happen?
+- What changed?
+- Are there patterns?
+- Is the data reliable?
+- Which segments/platforms/content explain the change?
+
+Business department + embedded Data partner:
+
+- Why did it happen?
+- What operational/business factors contributed?
+
+Business leadership:
+
+- Is the result acceptable?
+- What should be done about it?
+
+The dedicated team members assigned to departments should develop enough domain expertise to interpret performance with those departments.
+
+Marketing should not automatically become the interpretation layer for News, Education or other business domains.
+
+### 6. Candidate KPI Framework
+
+These are candidates for discussion, not official KPIs.
+
+#### Pillar 1: Content / Communities
+
+Strategic questions:
+
+- Are we reaching our target communities?
+- Are people consuming our content?
+- Are they returning?
+- Does the content actually represent the communities named in the strategy?
+
+Candidate KPIs:
+
+- Audience reach
+- Viewing hours
+- Returning audience rate
+- Audience growth
+
+Supporting metrics:
+
+- Views
+- Starts
+- Average viewing time
+- Completion rate
+- Platform
+- Content category
+- Geography
+
+Available sources:
+
+- YouTube
+- JW Player
+- Roku
+- Apple TV
+- Amazon Fire TV
+- GA4
+- Numeris
+- Numeris ETAM
+
+Important gap:
+
+Digital analytics can show what people consume.
+
+It cannot by itself prove that content reflects the needs and realities of Francophone minority communities.
+
+Other research, survey or qualitative measures may be required.
+
+#### Pillar 2: Education
+
+Strategic questions:
+
+- Are we becoming more widely used by educators?
+- Are educators returning?
+- Are we expanding outside existing markets?
+- Are educational resources actually being consumed?
+
+Candidate KPIs:
+
+- Active educators
+- Returning educator rate
+- Educational resource consumption
+- Geographic adoption
+- Growth outside Ontario
+
+Sources:
+
+- Drupal API
+- GA4
+
+#### Pillar 3: Digital-First Transformation
+
+Strategic questions:
+
+- Is more consumption occurring digitally?
+- Are our digital services reliable?
+- Are technology operations improving?
+- Are we delivering strategic projects effectively?
+
+Candidate KPIs:
+
+- Digital audience / consumption
+- Platform adoption
+- Service availability
+- SLA attainment
+- Strategic project delivery rate
+
+Supporting metrics:
+
+- Jira tickets
+- SLA breaches
+- Incident counts
+- Sentry errors
+- Uptime
+- Project delivery
+- Resolution time
+
+Sources:
+
+- Jira
+- Sentry
+- Uptime monitoring
+- GA4
+- JW
+- OTT platforms
+- YouTube
+
+#### Pillar 4: Employer of Choice
+
+Strategic questions:
+
+- Are we retaining employees?
+- Are employees voluntarily leaving?
+- Is the organization able to attract and retain talent?
+
+Candidate KPIs:
+
+- Employee retention
+- Voluntary turnover
+- Headcount evolution
+- Employee engagement if available
+
+Sources:
+
+- Dayforce
+
+Potential supporting data:
+
+- Employee counts
+- Departures
+- Leaves
+- Hiring
+- Tenure
+
+HR should own the business definitions while Data & Analytics supports consistent measurement.
+
+#### Pillar 5: Revenue Diversification
+
+Strategic questions:
+
+- Are revenues increasing?
+- Are revenues becoming more diversified?
+- Is the organization less dependent on a small number of sources?
+
+Candidate KPIs:
+
+- Revenue by source
+- Revenue growth
+- % of revenue by source
+- % of revenue from new/non-core sources
+- Advertising revenue
+- Commercial revenue
+- Philanthropic revenue
+- Revenue outside Ontario
+
+Sources:
+
+- Finance
+
+Current gap:
+
+Data & Analytics currently has limited financial data.
+
+The first step should be a conversation with Finance about how they currently measure revenue diversification.
+
+### 7. Current Data Inventory
+
+#### Video / Streaming
+
+- YouTube
+- JW Player
+- Roku
+- Apple TV
+- Amazon Fire TV
+
+#### Websites
+
+- GA4
+- Umami planned
+- Main website
+- News website
+- Education website
+
+#### Education
+
+- Drupal
+- API access available
+
+#### Linear TV
+
+- Numeris
+- Numeris ETAM upcoming
+
+#### HR
+
+- Dayforce
+- Employee retention
+- Employee counts
+- Leaves
+
+#### IT / Technology
+
+- Jira
+- Sentry
+- Uptime monitoring
+- Tickets
+- SLA
+- Project information
+
+#### Finance
+
+Limited current integration.
+
+Requires discussion with Finance.
+
+#### Marketing
+
+Marketing currently manages its own reporting environment, including Google Looker.
+
+This creates a broader question around:
+
+- organizational ownership of historical data
+- long-term retention
+- shared definitions
+- integration with company-wide analytics
+
+The governance question should not initially be whether a specific tool should be eliminated.
+
+The requirement should be:
+
+> Strategic KPI history must be retained for sufficient time to evaluate long-term organizational performance.
+
+Technology decisions should follow that requirement.
+
+## Effort
+
+**Estimated complexity:** High
+
+The technical work is achievable.
+
+The more difficult work involves:
+
+- agreeing on definitions
+- establishing business ownership
+- obtaining executive sponsorship
+- aligning departments
+- creating targets
+- changing the organization's data culture
+- avoiding information silos
+- establishing the mandate of Data & Analytics
+
+This should therefore be implemented incrementally.
+
+## Risks / Questions
+
+- There is currently no clear organization-wide KPI framework.
+- Departments may define success differently.
+- Departments may resist measurement when results are unfavourable.
+- Marketing currently has strong influence with executive leadership.
+- Marketing is building its own analytical capability.
+- HR and Finance may be hesitant to expose data outside their departments.
+- Business ownership may be confused with exclusive control of data and reporting.
+- Data & Analytics does not yet appear to have a formal enterprise-wide governance mandate.
+- Targets do not appear to be clearly defined for many strategic objectives.
+- Some strategic objectives cannot be measured using digital analytics alone.
+- Cross-platform unique audience measurement may be difficult because users cannot necessarily be deduplicated across platforms.
+- Who ultimately approves corporate KPIs?
+- Who resolves disagreements between departments?
+- How much historical data should be retained for strategic measurement?
+
+## Next Step
+
+Use the existing Content and Education strategy as the first pilot.
+
+Rather than proposing an organization-wide KPI framework immediately, discuss with the VP Content:
+
+> How do we currently know whether the Content and Education strategic objectives are succeeding?
+
+Use the discussion to identify:
+
+1. What success means
+2. Which measures demonstrate success
+3. Who owns the definitions
+4. Which data is currently available
+5. What data is missing
+6. Which targets should eventually be established
+
+Then discuss the broader framework with the VP Technology, using his previous KPI question as the starting point.
+
+If leadership sees value in the approach, expand the framework to:
+
+HR → Finance → IT → other business domains.
+
+## Related
+
+- [[Organizational Data & Analytics Operating Model]]
+- [[Data Governance]]
+- [[Data Quality]]
+- [[Data Lineage]]
+- [[Semantic Layer]]
+- [[Business Glossary]]
+- [[KPI]]
+- [[Data Owner]]
+- [[Data Steward]]
+- [[Self-Service Analytics]]
+- [[Data Culture]]
+- [[CTO]]
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