If we don't know what is wrong, we can't fix it. When we monitor our performance based on relevant metrics and compare our findings against our peers, we can enhance the user's experience and in turn enhance profitability.

In the early days, way back a decade or so ago, the big hope was that digital would create a new era in metrics -- it would be possible to track marketing spend marketing results and get some solid figures on ROI. Sure enough that's what happened, more or less, with display advertising.

"Seventy-five to 90 percent of a product's environmental impact is determined the product development stage," says Kevin Myette, director of product a...

Developing and launching a new product requires a fine-tuned orchestration of design excellence and user understanding.

New products must be ten times better than existing products for consumers to switch and the failure rate connected to new product introductions is 35...

Vanity metrics, because they only look at surface performance and don't relate to the actual health of an organization, can make a business sick. The solution, however, is simple.

In business -- where the 20th Century adage that "you can't manage what you don't measure" remains as valid as ever -- we're finding that traditional measures just do not add up in a globally interdependent world.

In both entrepreneurial and larger companies, we too often spend time focusing on the desired financial performance target, rather than the inputs that drive those numbers.

My car mechanic is a fair dealer -- his business is about preservation and investment. The financial crisis, on the other hand, was caused by a competing economic model of extraction and consumption.

How do you really create an innovative organization when your traditional roots are all about, well...tradition?

This ideology didn't just happen. It was four decades in the making. Sachs and Stanley refined it; private equity and financial engineers distilled it; Merril, Stearns and Joe the Plumber got drunk on it.