Virgilia Kaur Pruthi (she/her)

This could really range based upon the company, your users, your target goals, where you are in your business lifecyle, etc.

The most basic ones are: acquisition, activation, retention, revenue, referral

You could also be measuring customer lifetime value

In regards to the worst KPIs, honestly those that cannot be discretely measured and tracked over a specific time period. Vanity metrics (e.g. the number of views from a marketing article or number of shares of a post) really add no value.

This could really range based upon the company, your users, your target goals, where you are in your business lifecyle, etc.

The most basic ones are: acquisition, activation, retention, revenue, referral

You could also be measuring customer lifetime value. 

Again this will really depend upon what type of business you are in.

I'd love to learn more about what you mean by this. In reality they shouldn't change, your customers would just be internal that's all. You could still measure activation, activation, retention, engagement, resolution time, etc. On the other hand, you could measure self help vs. those who still asked for support or metrics lik elatency.

Creating the right mechanisms to manage your stakeholders is critical to managing up and across. Allowing your stakeholders to stay on the pulse of your product while having access to updates really helps in building trust. Creating mechanisms like brownbag/learning sessions on a frequent basis (weekly or biweekly basis) also helps in creating an open forum. Then you can focus on protecting your engineering/design team and enabling yourself to scale.

This is a hard one as I am sure there are a ton of layers to unpack here. Whenever there is a question around metrics, I would first look to the customer and understand what customer pain points your product area is solving for. Then see how those needs and your business goals align, and how your specific area can help solve for that. If it is a matter of stakeholder management that is a different story, but engineering, product and design should really have shared KPIs.

Product teams in my opinion consist of product, engineering, and design (at a minimum). With that said, product KPIs should always be shared with engineering since what they are building essentially impacts the KPIs of the product in question. All the work that product teams do should always build up back to the overall company/business unit objectives (even if those metrics are more technical).