01
Agree the KPIs
We choose the few business KPIs with leadership, each with a definition, target and owner, leading indicators included.
Service
KPI Dashboards & Performance Management: business KPIs and an executive dashboard leadership uses
Most companies have data but no agreement on which few numbers matter, who owns each one and when they are reviewed. We define the business KPIs with leadership, build the executive dashboard and scorecards on the data you already have, agree owners and set up the reviews where the numbers turn into decisions.
The problem
Signals you will recognise
- 01There are dashboards, but leadership still asks for numbers by email.
- 02Finance, sales and operations report different figures for the same thing.
- 03You track dozens of metrics and still cannot tell whether the month went well.
- 04Nobody owns a KPI, so when one moves, nobody acts.
- 05Problems show up in the results weeks after they could have been seen.
How it works
What we do
02
Map the data
We trace where each number comes from, who maintains it and how often it updates, and fix conflicting definitions.
03
Build the dashboards
We build an executive dashboard and team scorecards in the tools you already have, designed to be read in minutes.
04
Set up the reviews
We connect the dashboards to weekly and monthly reviews and run the first ones with you until numbers drive decisions.
Topics covered
- Business KPIs
- Executive dashboard
- Company scorecard
- Data ownership
- KPI definitions
- Business performance reviews
Deliverables
- A KPI tree linking company goals to the numbers that drive them
- A KPI dictionary: definition, formula, source, owner and frequency
- An executive dashboard for the leadership team
- Team scorecards that roll up to the company scorecard
- Targets and thresholds that trigger a conversation
- Data ownership agreed for every KPI
- A performance review rhythm linked to the leadership cadence
- Support through the first review cycles
Typical outcome
Leadership looks at the same few numbers every week, each one has an owner, and a figure moving the wrong way leads to a decision rather than a debate.
Six to ten weeks, sized to the state of your data, with scope and price fixed before we start.
Book an Operating AssessmentOften relevant for
Questions we are asked
No. This is about the performance of the business (KPIs, dashboards and reviews), not individual appraisal, which is separate work.
Not necessarily: a solid spreadsheet serves many companies at this stage. If you already have BI, we build on it, and if you need one, we help you choose.
Yes. Agreeing definitions and owners is the first step: we start with the numbers you can trust and fix the rest in order of importance.
Fewer than most do: leadership should be able to read the company scorecard in a few minutes. Teams track more detail underneath, rolling up to the same few numbers.
Related services
Quarterly Planning & OKRs
A quarterly planning process and an OKR framework that lasts the whole quarter.
Leadership Operating System
How the leadership team meets, reviews, decides and holds itself to account.
Company Operating System
One management system for priorities, goals, metrics, owners and cadence.
Start with a free template
Related reading
KPIs & Performance7 min read
OKRs vs KPIs: differences, examples and when to use each
KPIs tell you whether the business is healthy; OKRs drive a specific change in a set period. A side-by-side comparison, examples by function and a guide to choosing.
Francisco Campos
KPIs & Performance8 min read
How to build an executive KPI dashboard (that the leadership team actually uses)
An executive dashboard exists to trigger decisions, not to report activity. Eight to twelve KPIs, one page, a named owner for every number and a fixed review rhythm.
Francisco Campos
KPIs & Performance7 min read
Business KPIs: the essential KPI examples every growing SME should track
Eighteen KPI examples across finance, sales, delivery, customers and people, with what each one measures and why it earns a place. Plus how many to track and how to build the first scorecard.
Francisco Campos
Your company has changed. Has the way it runs caught up?
The Operating Assessment establishes where execution is constrained, and what to fix first.
Who you will speak with
Francisco Campos
Co-founder · Strategy, Operations & Execution
Helps clarify priorities, structure teams and connect organisation design with business execution.
Ana Reis
Co-founder · Leadership, People & Change
Designs and implements People systems, from performance and careers to everyday management routines.
First conversation · 30 minutes
Tell us what is happening
Free and without obligation. Ana and Francisco reply personally.