From my perspective: there are some things you fundamentally can't measure. One of the teams I manage is technical support (B2B SaaS). Support's core functiona

From my perspective: there are some things you fundamentally can't measure. One of the teams I manage is technical support (B2B SaaS). Support's core functionality in an organization is to prevent churn. If a customer reaches out to support, they have some issue that is blocking them from using your product effectively. If you are unable to unblock them, then you risk them switching to a competitor. The problem is that not every support ticket/interaction will result in churn so we can't really directly measure how effective we are at our core function. So instead we measure the number of tickets raised, customer satisfaction, adherence to SLAs, etc, which is as good of an approximation as we can get with the resources we have available to us. In my case, those numbers all look reasonably good, so I'm treated as an effective manager, even though we don't (and maybe can't) really know how much churn we've prevented. I wish we could though - it would make my arguments to executives on behalf of the support team that much easier to say, hey we retained $XXXXXX in revenue over this period.