Our leadership team agrees we need between five and fifteen metrics on our weekly EOS® Scorecard, but we are struggling to decide what qualifies as a company-level metric versus something that belongs solely on a departmental scorecard. How do we draw that line?

Question

Tyler Smith · Accepted Answer

To determine if a metric belongs on the company-level EOS® Scorecard or should stay on a departmental scorecard, you must evaluate its ripple effect. A company-level metric must measure an activity that directly impacts cash flow, customer retention, or delivery capacity across the entire business.

Start by asking this question: If this number goes red, does it require the attention of the entire leadership team, or can the department head solve it internally? If your customer success team is tracking client response times, that belongs on the department scorecard. If they are tracking customer churn rate, that impacts cash flow, capacity, and sales, making it a company-level metric.

Every metric on your company-level Scorecard must be owned by a specific seat on your Accountability Chart™. The owner is responsible for reporting the number and owning the target, even if they rely on a larger team to execute the daily work.

Keep your leadership Scorecard to five to fifteen high-level numbers that give you a complete, objective snapshot of the business. Everything else should be pushed down to departmental scorecards, keeping your leadership focus strictly on the vital few indicators that drive overall organization health.