Como você equilibra indicadores de liderança e atraso para resultados de curto e longo prazo?

It should be noted (maybe not clear enough from the article) that an indicator is only leading or lagging relative to some other data point or indicator. E.g. a lead generation metric can be lagging in relation to a campaign delivery metric but leading in relation to sales. The interesting point is how to put together a set of meaningful indicators of both types into a system or framework that helps to continuously adjust and focus business activities and resources.

Balancing leading and lagging indicators involves a strategic dance between immediate actions and future results. In the short term, focus on leading indicators like employee engagement, training completion rates, and innovation metrics. These indicate potential future outcomes. For long-term success, track lagging indicators such as customer satisfaction, revenue growth, and market share. They reflect the actual impact of your strategies over time. It's like driving a car: the speedometer (leading) tells you how fast you're going now, while the odometer (lagging) records the distance traveled. Balancing both ensures you're not just reacting to the present but also steering towards long-term goals effectively.

"Navigate the future with foresight, not just hindsight." Leading indicators, like customer satisfaction and product quality, guide you proactively, offering insights into future performance and potential. They're about shaping what's next. Lagging indicators, such as sales and profit, reflect on past actions, offering a post-mortem of what has already occurred. Understanding and balancing both types of indicators is crucial for steering your business effectively, ensuring you're not just reacting to past outcomes but actively influencing future success.

More than just "balancing short-term and long-term outcomes" a combination of both types of indicators can facilitate action and decision making both by extrapolating likely future scenarios based on leading indicators and evaluating the impact of preceding activities based on lagging indicators.

1. Proactive Adjustments with Leading KPIs Eg: Website Traffic Leading KPIs, like tracking website traffic, can predict future outcomes. An increase in traffic might signal a rise in future sales, allowing businesses to adjust marketing strategies in real-time to maximize potential. 2. Outcome Evaluation with Lagging KPIs Eg: Quarterly Sales Figures Lagging KPIs, such as quarterly sales figures, reflect the results of past actions. They help evaluate the effectiveness of strategies and identify areas needing improvement.

The problem of being subject to external factors actually applies to both leading and lagging indicators. This kind of distortion should actually be expected to be higher "down the stream" since the complexity of factors contributing to later results tends to be higher. The challenge with leading indicators is more in the "linking" part, e.g. when multiple, individually measured channels lead to a common end goal (such as conversion / sales in a marketing mix) and their contributions to the end result are not easily distinguishable. That lagging indicators reflect the past, not the present or future should be clear per se / by definition but is often forgotten in practice.

Setting goals and objectives is the key point here. KPIs are often misunderstood as merely "tools for reporting", but they can be used much more effectively in a strategy of data-driven adaptation and iteration towards goals. The prerequisite is: choosing the right KPIs to track based on clearly defined objectives. However, this does not have to lead to a one-to-many relation of each objective to its corresponding KPIs. The KPI framework as a whole should be set up in a way that allows measuring outcomes and goal achievement as well as the relevant outputs that were needed to get there.

Apart from balancing, the main consideration is how to use different types of KPIs in combination. Wisely termed "indicators" rather than absolute truths, KPIs provide indications based on measurements. The question is how to make sense of them in combination with each other and with other external facts and assumptions. This calls for models of interpretation that need to be designed, tested and continuously adjusted for each individual case.

The question is how we can balance between leading and lagging indicators when allocating the media budget, for example, in a MMM model. If we define a leading indicator, such as new customers, it will guide us to allocate more budget to channels with a better conversion rate (without factoring in the level of activity and value from customers on that channel). On the other hand, if we define a lagging indicator, such as revenue, it becomes challenging to identify each channel's contribution to this lagged indicator.