Measure What Matters - Overview Quiz

What’s the first step to make metrics a priority conversation in your company?

Select only one.

Prioritize them within the fraud department itself

Get people in other departments excited about fraud prevention

Show other departments how fraud prevention impacts their work and results

Why may understanding metrics be more complicated than one might think?

Select only one.

It can be difficult to find the relevant numbers in your fraud systems and getting the right calculations can be hard

Fraud changes all the time so you never know what your metrics are going to look like

Metrics have context; you need to understand precisely what’s being measured, what isn’t, and how other factors impact the measurement and the metrice

How can prioritizing and leveraging metrics help fraud fighters and fraud teams succeed?

Select all that apply.

Measuring and reporting on metrics helps people feel important

Assessing your own performance

Fraud fighters can compete against one another on KPIs

Proving your value to the company, as an individual and a team

Get the resources to keep succeeding

How can measuring fraud metrics help the fraud team improve its own performance?

Select all that apply.

Tracking success through metrics helps show which areas are strong, and which could use investment

Measurement adds pressure on the fraud team to do well

Taking time to understand fraud metrics can lead to deeper understanding of the subtleties of fraud attacks, types of new attacks, and how to identify malicious attempts

Understanding fraud metrics means fraud teams can hold their providers accountable and work with them to ensure continued innovation

Metrics can be tweaked to make the team’s performance look stronger than it is

Leveraging the metrics to build a case for more resources can help the team evolve strongly in the long term

If your metrics are weaker than anticipated one quarter, how can you leverage this when talking to leadership?

Select all that apply.

Draw a clear line between a gap of needed resources, and the challenges your team faces which resulted in weaker results

Try to conceal the weakness as much as possible

Blame other departments for causing the problem

Give the context around the results; for instance perhaps a large fraud ring hit many companies this quarter, and your team reacted quickly and effectively relative to peers

Use as a jumping off point to discuss changes in your industry and in the fraud ecosystem and how to mitigate the effects of these changes going forward

How should you present metrics to leadership and other departments?

Select only one.

Dive deeply into data and numbers with every audience

Use lots of graphs

Block off at least 3 hours for the presentation

Tell a clear story with illustrative examples and details, that makes it clear why your audience should care

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