Measure What Matters Quiz - Reporting to Leadership

Why is it important for the success of the fraud prevention department to educate other departments about their work, and deepen relationships across the company?

Select all that apply.

To encourage people to move departments and join fraud prevention

To ensure budget and resources for the fraud team

To make sure the company’s fraud fighting systems are ready to handle any company changes that may be on the horizon

It isn’t important; no one understands what fraud departments do so there’s no point talking to them

To provide feedback about the fraud-related impact of company changes and suggest creative alternatives if necessary

To have more people to celebrate with when you catch an especially sneaky fraud ring

Why is it important for the success of the fraud team that fraud analysts, as well as fraud leaders, be part of the ongoing project of building relationships and understanding of fraud across the company?

Select only one.

To align with HR goals around employee engagement

To give fraud analysts opportunities that will help them in their next role

To create an extra factor for evaluating the impact of a fraud analyst

To make it easier to surface relevant case studies and metrics, and for analysts build their profile internally and demonstrate understanding of how their work impacts the wider business

What are Gilit’s 3 tricks for making regular reporting manageable?

Select only one.

Make a note; Share the load; Make it routine

Share the load; Make it routine; Make it visually attractive

Make it routine; Get creative about reporting formats; Do more

Make a note; Make it fast; Make it look difficult

Select any 2 of these options to ensure regular reporting and education that your team either already does, or you think could build into their routine later this year:

Select any two.

Reporting sessions once a quarter.

Context and education sessions once a quarter.

Monthly lunch and learns for other departments.

Maybe a quick bulletin to other departments once or twice a quarter updating them on the latest news from their friendly fraud department.

A biweekly podcast, for internal use only.

If someone from your department speaks at a conference, webinar or similar event - share the news and the recordings.

If you read, listen to or watch something that you think will be of interest to other departments - share it, with the context of why you thought it might be valuable

Which factors should you bear in mind when you’re compiling metrics for reporting to upper management or other departments?

Select all that apply.

Selecting only the numbers that make your team look good

Having numbers for both the dollar amount involved, and % of transactions affected

What the audience you’re presenting to cares about in their own work

Having numbers for the period you’re reporting on, and how they compare to relevant previous periods

Having numbers for both the fraud you stop, and the approvals and good customer experience you enable

Which metrics are easiest to collect

Being open-minded about the metrics you present, rather than always presenting only the same fundamental metrics

Why might you want to present metrics outside the fundamentals (such as chargeback rate, approval rate, false positive rate)?

Select only one.

To provide cover for poor fundamental results

To make it look like the team is busy

To reflect the broader diversity and impact of your team’s work across the company journey

Because everyone wants to hear the details of fraud fighting

Take the Quiz

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Lesson 3