Strategy & KPIs
The aim is not a long strategy document. It is for managers to know what matters most, and which indicators tell them whether they are on track.
Context
When strategy is written in general terms and KPIs are numerous, scattered, or unowned, reports get produced but rarely lead to decisions.
What I do
- Clarifying direction and main priorities with the leadership team
- Translating priorities into measurable objectives
- Designing a focused KPI set — each with a definition, calculation method, data source, and owner
- Designing how KPIs are reviewed in management meetings
How I usually approach it
01
Listen and synthesize
Talk with managers and review existing documents to reach a shared picture of priorities.
02
Choose the indicators
For each objective, pick indicators that can be measured and that reinforce the right behaviour.
03
Define every KPI
A precise definition for each indicator: calculation, data source, reporting period, and owner.
04
Connect to meetings
Decide where and how often each indicator is reviewed, and which decision it supports.
Potential deliverables
- A summary of strategic priorities and objectives
- A KPI set with a definition sheet for each indicator
- A periodic KPI review plan
The deliverables of each engagement are agreed at the start, based on the organization's needs.
Tools and methods
- KPI
Let's talk about Strategy & KPIs
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