North-Star Metric, Journey Metrics and Guardrails for Google Calendar

You are the product manager for Google Calendar. How would you define success for the product, and which metrics would you use to measure it? ```hint Start from the job, not the screen Before listing metrics, decide what it means for Calendar to have done its job for someone in a given week, and whether that looks different for a parent tracking appointments than for an employee booking meetings with coworkers. ``` ### Clarifying Questions - Should the metrics cover the free consumer Calendar, the paid Workspace edition used by companies, or both together? - Is this about the product's overall health, or about judging one particular feature or launch? - Which surfaces count as Calendar use: the web app, the mobile apps, Calendar inside Gmail, and events added automatically from other Google products? - Is Calendar judged on its own, or also on how much it brings people into Meet and the rest of Workspace? ### What a Strong Answer Covers - A goal grounded in what Calendar does for its main user groups: personal planners, people scheduling work meetings, and people sharing calendars - One north-star metric that reflects the value people get from Calendar, with a clear reason it beats opens or time spent - Supporting metrics along the journey from adopting Calendar to adding events, inviting others, getting reminded and coming back - Guardrails such as spam invitations, notification fatigue, sync or reminder failures and meeting overload - Segmentation, and how the metrics would be reported and used for decisions ### Follow-up Questions - After a redesign, daily active users go up but events created per user go down. How do you interpret that? - Spammers start sending unwanted Calendar invitations at scale. Which metrics would reveal it, and what would you trade off to stop it? - How would you measure whether Calendar actually saves people time when they schedule meetings?