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How to Measure Anything: Finding the Value of "Intangibles" in Business, by Douglas W. Hubbard
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Review
"Over the past several posts I've been discussing how networkers can reduce supposed "immeasurables" or "intangibles" to something that can in fact be measured, and I've been using Douglas Hubbard's excellent book How to Measure Anything as a guide. I highly recommend that you pick up a copy of the book if you want more details about the approach I've been discussing. For a small book, it covers a lot of ground." (networkworld.com, April 4th, 2009) "Interestingly written and full of case studies and rich examples, Hubbard's book is a valuable resource for those who routinely make decisions involving uncertainty. This book is readable and quite entertaining, and even those who consider themselves averse to statistics may find it highly approachable." (Strategic Finance, September 2008) "How many times have you been asked to quantify something that is nebulous or intangible? As a system engineer at Sun, this happens to me all the time. A colleague of mine referred me to How to Measure Anything…one of the best books I've seen in this area." (blogs.sun.com; 1/28/08) "After reading Hubbard's excellent book on 'How to Measure Anything', I was able to immediately solve several measurement challenges for my CEO and Business Owner colleagues. It should be on every manager's desk." (Amazon.com; 10/07) "…the book for anyone who wants to know how to measure the value of information or any other intangible asset." (Computer Weekly, Tuesday 18th September 2007) "Hubbard has made a career of finding ways to measure things that other folks thought were immeasurable. Quality? The value of telecommuting? The risk of IT project failure? the benefits of greater IT security? Public image? He says it can be done -- and without breaking the bank. Many IT steering committees won't approve projects that "can't be measured," so it behooves CIOs to figure this out! ...... If you'd like to fare better in the project-approval wars, take a look at this book." (ComputerWorld, 8/07) "… allows [companies] to measure performance in such diverse areas as customer satisfaction, employee morale, quality and organisational flexibility." (CPO Agenda, Autumn 2007)
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From the Inside Flap
How to Measure Anything: Finding the Value of Intangibles in Business From market research to information technology to financial reporting, How to Measure Anything reveals the power of measurement to our understanding of business and the world at large. This insightful and eloquent book will show you how to measure those things in your own business that, until now, you may have considered "immeasurable," including customer satisfaction, organizational flexibility, technology risk, and technology ROI. With examples ranging from how a marine biologist measures the population of fish in a large lake to how the United States Marine Corps found out what really matters in forecasting fuel requirements for the battlefield, you will discover a "universal approach" to measuring "intangibles," along with some interesting methods for particular problems. Here, you will learn about: The Illusion of Intangibles: Why Immeasurables Aren't Calibrated Estimates: How Much Do You Know Now? Measuring Risk: Introduction to the Monte Carlo Sampling Reality: How Observing Some Things Tells Us about All Unconventional Measurement Instruments such as the internet, human judges, prediction markets, and more Measuring the Value of Information: What's It Worth to Measure? Written by recognized expert Douglas Hubbard—creator of Applied Information Economics—How to Measure Anything illustrates how the author has used his approach across various industries and how any problem, no matter how difficult, ill defined, or uncertain can lend itself to measurement using proven methods. Direct and easy-to-follow, How to Measure Anything is a resource no manager or executive can afford to be without.
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Product details
Hardcover: 304 pages
Publisher: Wiley; 1 edition (August 3, 2007)
Language: English
ISBN-10: 0470110120
ISBN-13: 978-0470110126
Product Dimensions:
6.5 x 1.1 x 9.1 inches
Shipping Weight: 1.2 pounds (View shipping rates and policies)
Average Customer Review:
4.7 out of 5 stars
63 customer reviews
Amazon Best Sellers Rank:
#264,842 in Books (See Top 100 in Books)
Perhaps the most frequent question from decision analysis team members is, "How do we get the inputs?" In most evaluations, there are several key variables about which we know little. Consider oil price, for example. We have abundant historical data, yet forecasting future prices is a daunting challenge.Doug Hubbard has written an entire book about capturing quantitative judgments. His approach differs from the usual decision analysis process. In a conventional analysis, we assume that that a subject matter expert (SME) can be identified for each key variable. Then, a skilled interviewer carefully elicits the SME's judgment through an interview process.Hubbard takes a different approach. People familiar with the type project are assembled and given calibration training. Becoming calibrated might take perhaps a half-day of practice exercises and feedback. Basically, being "calibrated" means that one can consistently provide judgments of 90% confidence intervals that avoid the "overconfidence" bias. The book provides several example quizzes for the reader to self-assess.Even though I was well-aware of the overconfidence bias, I still performed poorly on the self-assessment tests (history was never my strong subject!). Of course, the questions for a technical group would be crafted from topics within the area of interest. Whether (a) expert in the quiz subject matter or not and (b) being told in advance that people tend to be overconfident about the quality of their knowledge doesn't seem to affect the overconfident bias. Practice and feedback are the antidotes.Hubbard's training and consulting examples are engaging. It has been years since I've devoured a technical book so thoroughly. While the reader will pick-and-choose methods of most interest, the "measurement" topic is well-covered.The book contains many shortcuts and heuristics for rapid problem-solving. Many people never attempt to quantify intangibles. Yet, most people with some modest training are able to provide credible judgments in quantitative form.A sampling of topics includes:* Modeling and Monte Carlo simulation* Designing experiments for measurement* Decomposition* Heuristics for obtaining simple statistics* Value of perfect information, for screening which variables are worthwhile measuring* Bayes' rule (because we almost always have some prior information about the subject of the observation)* Cognitive biasesHow to Measure Anything is well-written and carefully edited. The companion Web site, [..], offers additional calibration questions, several calculation spreadsheets, and additional information.Persons reading this book will be the better for it.
If you want to know "what's in this book", read the Editorial review - it is spot on.If you want to know "what can this book do for me?", give me just a moment:I serve in an organization that has been attempting to quantify what has been previously considered an "intangible." Disagreement as to whether these so-called intangibles could be measured or even should be measured has kept us from attempting to "nail jello to the wall."Mr. Hubbard's book immediately paid for itself in the very first reading! His methods helped me to ask the right questions to begin identifying what we do know; in turn, that began the process of uncovering areas of where these so-called intangibles had impact on our organization - and then to begin actually measuring the effect of those impacts.By the time I reached the end of his book, I was able to provide to our organization initial measurements of effectiveness as well as the financial value they represent! His extremely well-written and practical how-to book has measurably changed our thinking from the worn-out: "we are so unique, our impact cannot be measured" to a new: "here's how we can measure the impact we make and the value it has to our organization."I am not a statistician, an accountant, nor a numbers-guy; but I have easily understood his formulas and methods. After my third reading, I can tell say I glean more each time I read it.I have looked but have not found any other book that is specifically written to measure what is considered an intangible. His accompanying website provides forum discussions and downloads which has added to my learning experience. I most highly commend this book to your reading.
Measuring seeming intangibles can be a very tricky task, and Hubbard does a masterful job walking the reader through the process of moving from a position of limiting their applicability of measurement to a position where they can essentially quantify anything. This text is very well written and only basic math skills are needed to apply the content. In a few isolated instances, the author walks the reader through some calculations that require knowledge of statistics beyond basic math, and even limits his discussion to Microsoft Excel functions in at least one case where he feels the math might be a little too inaccessible to the reader, although even in this scenario the math is by no means very advanced. In this reviewer's opinion, this feat is rather incredible, because the resources typically available on this subject matter are typically saturated with statistics, and the method of problem solving the author presents should make most readers very comfortable regardless of background. While this book can help measure tangibles, the intent here is to guide the reader to a point where they can measure what are typically viewed as intangibles, such as risk, quality, performance, value, demand, etc. While the background of the author is technology, and much of the discussion can be applied to nonfunctional architectural qualities, the book demonstrates that there really is no limit to measuring traditional intangibles. As Hubbard indicates in his first chapter, "anything can be measured. If a thing can be observed in any way at all, it lends itself to some type of measurement method. No matter how 'fuzzy' the measurement is, it's still a measurement if it told you more than you knew before. And those very things most likely to be seen as immeasurable are, virtually always, solved by relatively simple measurement methods". The author is careful to point out that this work is not intended to cover every single subject matter, but "focus on measurements that are relevant - even critical - to major organizational decisions and yet don't seem to lend themselves to an obvious and practical measurement solution. The book addresses some common misconceptions about intangibles, describes a 'universal approach' to show how to go about measuring an 'intangible', and backs it up with some interesting methods for particular problems". The author explains that the key obstacle to overcome in this space is the very definition of measurement itself: "a set of observations that reduce uncertainty where the result is expressed as a quantity". Measurement does not need to be exact. In fact, it is often the case in many fields of work that exact measurement is not even possible, and in other cases the cost is too high or time is too short to arrive at exact measurements. Probability calibration is one of the tools presented in the early chapters of this book to prepare the reader for what follows. Essentially, the goal of this tool is to help the reader assign levels of confidence to numeric estimates of quantifiable items in order to help move to estimates of the seemingly immeasurable. Many practical examples are discussed throughout the book. Diagrams and sidebars are extremely well placed. Very well recommended.
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