Measurement
Measure the work created and accepted, not the software adopted. Count how much prepared work your team approves, how quickly a signal turns into contact, and how much approved work reaches a customer. Those three tell you whether a workflow is earning its place. Licence counts and login numbers do not.
This page is a method, not a results claim. We do not publish benchmark figures, because we do not yet have customer deployments that would make such numbers honest.
Before you start
Without a baseline taken before deployment, every number afterwards is a claim rather than a result.
Measure the current state first. How long does it currently take from a trigger to a first useful contact, how many accounts get that treatment, and how much of it happens at all. Without this you have nothing to compare against, and any later number is a claim rather than a result.
Measure the workflow you actually deployed. Attributing a quarter's commercial performance to one workflow is not measurement, and experienced buyers discount it immediately.
Decide with the reviewing team what an acceptable output is before the first one is produced. Approval rate only means something if the standard was set independently of the result.
What to count
Approved work volume, approval rate, time from trigger to contact, coverage, and reviewer time.
How many pieces of prepared work your team approved in a period. This is the most direct measure, because approval is a person judging the output good enough to use.
The share of prepared work that gets approved rather than discarded or rewritten. A low rate means the workflow is producing volume rather than value. Track the reason for rejection, not only the count.
How long between an observable event and a person making contact about it. This is where a monitoring workflow either compresses the cycle or does not.
How many accounts received the treatment that previously only the top accounts got. Coverage change is often the real effect, since the constraint was usually team hours rather than intent.
How long a person spends reviewing and correcting prepared work. If review takes as long as doing the work, the workflow has moved effort rather than reduced it.
What to discount
Some figures look convincing in a deck and fail the first serious review.
Numbers produced by a vendor about its own product, on someone else's data, are marketing. They tell you nothing about your team. We do not publish any, and we suggest discounting anyone who does.
Adoption metrics measure whether people opened the software. They do not measure whether the work it produced was good enough to use.
Commercial outcomes in life sciences have long cycles and many causes. Claiming a workflow produced a specific revenue figure is rarely defensible, and it damages credibility with the finance reviewer who checks it.
Estimated hours saved multiplied by a loaded hourly rate produces a large number and very little confidence. If time saved matters, measure the reviewer time directly.
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