During a recent meeting, I heard a group of senior managers aggressively lament their firms tendency to create, manage, and interpret a wide portfolio of tests. The concern was that test after test was initiated without having the patience to see if the test worked and then with the distortion of having so many initiatives working at the same time, that it was impossible to read a clear result.
When the “stuff” hits the fan in a business and the C-suite starts getting nervous about strategy effectiveness, the tendency is too get too many moving parts in play. So here are some suggestions:
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