SMT holds that every strategic priority (see GEM Model (Growth, Engagement, Monetization)) needs a defining proxy metric, and that metric needs concrete tactics/projects underneath it that a team can actually execute — you cannot move a core metric like retention directly, because, in Biddle's phrase, that's 'like moving an iceberg.' The proxy metric is the load-bearing translation step: it has to be granular enough that a specific tactic can visibly move it, while still being a credible stand-in for the strategic outcome you actually care about. Without this chain, a team either works on vague high-level goals nobody can act on, or on disconnected tactics nobody can tie back to strategy — the same disconnect described in Mistaking a Roadmap for a Strategy.
Biddle describes running SMT (Strategy, Metric, Tactic) as a repeated monthly exercise, iterated until the organization can 'play it back' — i.e., restate the strategy accurately without prompting. The resulting roadmap (see Four-Quarter Rolling Roadmap) is treated as a guide that updates as SMT is re-run, not a fixed promise of delivery dates.
Biddle pairs each of a company's key strategic areas with an SMT writeup — Strategy, Metric, Tactic — and reviews it monthly until leadership, and eventually the org, can recite it from memory. Used alongside Swim Lanes (Netflix Organizational Tracks), where each lane owner is expected to bring their own SMT rather than have it handed down.
Из тем: Netflix, Consumer Science, and Strategy Storytelling