The Open Customer Metrics Framework is the open, modern measurements framework that helps support and success leaders measure what actually matters.
Created by a group of award-winning practitioners and experts, OCMF is designed to facilitate an environment of learning and dialogue.
This is the first in a series that walks through the standard, and the thinking behind it.
A good measurement system
- is simple enough to focus attention on a few key elements that are important.
- is fair enough so that people at every level believe they can affect the measures.
- facilitates an environment of learning and dialogue – not of control and compliance.
The OCMF framework has five categories, with a ‘Focus %’ next to each category.
Spoiler alert: It is *not* a weighting for the metrics. Here’s how to think of it.
The focus % refers to how much time you should be spending as a leadership team on that particular category of metrics.
Wait. Is that a typo? After all, if we have ‘customer’ in our titles, why should only 20% of our leadership time be focused on the customer? This seems ridiculous. Well it all makes sense because the measures are balanced. Tune in for the next set of posts, you’ll see why.
What the Open Customer Metrics Framework is meant to be:
| Open | … a collaborative effort that is not proprietary and does not endorse any one vendor or consultant’s methodology. Anyone is free to use, reproduce and even modify this as long as you respect the terms of the copyright |
| Balanced | … creates a balanced scorecard approach for measuring what’s important for modern services organizations. |
| Tangible | … a way to address some of the most important drivers of value, not just those that are easy to measure. |
| Practical | … not bogged down with theory and precision in areas where more precision doesn’t make sense. Getting started with ‘good enough’ and ‘directionally correct’ meaningful measures. |
| Flexible | … take this framework and apply it in a way that makes sense. These are a set of guidelines that you can modify for your particular situation. |
What it is not meant to be:
| Prescriptive | … there is no one right way. |
| Definitive | … these are working definitions, not an expert’s definition |
| Comprehensive | … the measures are relatively broad, not focused as much on individual performance as much as on factors that are important to the organization. |
| Static | … as more people share their experiences, we expect this framework to keep getting better |
| Endorsement | … of any particular company, organization or methodology. Nor do we imply that they endorse us. |