Of course, I want to tie the efficiency of the tracker to some metric – the team began to earn more, which means they did a good job. But this is the result of a team, not a tracker. The team makes results in the business of this business. What about the tracker?
To understand whether the tracker helps, you must figure out what problem it solves every time, why the team can only achieve their goals with external help, and how the tracker helps them.
For each team, the reasons will be different: some need to find the value of the product, others need to learn how to calculate the economy, and the third needs to solve problems with communication in the team.
There are many typical problems, and diagnostics help determine which one the tracker Companies in Pakistan works with. The structure of the diagnostic session is quite long; it will only partially fit on a short note. If on top, then it consists of the following steps:
Reasons. First, ask the founders why they came to you. It is important to understand how they are aware of their problem.
Collection of information. Ask the founder to talk about the current state of the business. You should clearly understand value, economics, startup competencies, etc.
Goal setting. Find out on what horizon your customers think and whether they have goals. At this stage, you can check the consistency of these goals and their meaningfulness.
Action plan. Ask what the founders are going to do to achieve their goals.
Analysis of the received information. Now you can analyze whether their actions will lead to their stated goals, given what they have now. And if not, why not. This will be the problem that you can help solve.
Problem Research. “Dig” further. You reveal that solving this problem depends only on the founders and with what you need external – – help.
Your effectiveness will be determined either by how well you performed the diagnosis or by how well you did what depended on you in solving the problem. At the same time, each situation can have it’s metric – for example, whether the team has learned to do what they planned during the week.
The tracker does not know what pain the client will be solving. The tracker is effective and useful when it does not pull the client on the problem he came up with but understands what hurts the client.