Data Org Chart

Succeed with your data-driven culture by creating a data 'org chart'. This template will be most useful for Analysts, PMs, Marketers and Department Leaders who want to achieve data accountability with tight connection between initiatives and business outcomes. Having clear roles and responsibilities is always the key!

How to read this chart:

Individual Contributors — where 90% of the work is happening and how all of the growth initiatives are measured. Individual Contributor KPIs are constantly iterated (~ on quarterly basis) in the search for the best causality and predictive power. These KPIs are used for setting initiative goals and are often reflected in the individual team member quarterly goals.

Team Leads — responsible for the evaluation and selection of ICs. Team Lead metrics are often set as 'company metrics' on the leadership level and have a clear source of truth for self-serve consumption. Owned by PMs or Marketers.

Common pitfalls: The biggest mistake is to not set ownership of the team metrics. It can result in vanity IC selection or floating definitions ultimately leading to distrust and data-culture failure.

Department execs — data levers, not KPIs, and are the closest predictors to revenue. Department exec metrics are owned by the head of growth, product, marketing, etc.

Common pitfalls: Unfortunately, often misassigned. For example, in a product-led monetization model, only sales own revenue.

CEO — fearless leader, but not a doer.

Common pitfalls: Looking at revenue as your metric is being at least 3 months late to the party of your ability to impact it.

Use this template to:

1. Map out all of the metrics your cross-functional team is tracking and visualize the relationships (or lack thereof) to ‘Team Leads’ and ‘Department Execs’ metrics.

2. Highlight lack of ownership of certain metrics.

3. Understand over/under focus on certain growth levers, if no individual contributors are being tracked under ‘Team Lead’ or ‘Department Execs’ metrics.

3. Understand correlation vs. causation by reviewing data org chart on a quarterly basis.

4. Become hyper focused on metrics that matter the most.