Our business has several distinct divisions, and our weekly leadership Scorecard is constantly pushing past fifteen metrics because we try to represent every division. How do we run on data when our business complexity makes it feel impossible to narrow down to just a few key metrics?

Question

Tyler Smith · Accepted Answer

When your business has multiple divisions or product lines, it is easy for your leadership team Scorecard to become bloated. You cannot track every detail of every division on a single scorecard without losing focus. To solve this, you must run the desert island test at the leadership level and delegate the divisional details to departmental scorecards. Your leadership team Scorecard must only track the vital, aggregate metrics that represent the ultimate health of the entire organization. For example, instead of tracking outbound calls for three different divisions, track the total qualified pipeline value generated across the company. Each division should have its own departmental scorecard, owned by the respective division manager. These departmental scorecards will track the specific daily activities and leading indicators for that business unit. If a divisional metric on a departmental scorecard goes red for several weeks, the manager must bring it to their departmental meeting. If it is a major issue that threatens the company's overall goals, the division head will bring it to the leadership team Level 10 Meeting to be solved. This structured cascade keeps your leadership Scorecard lean and focused on five to fifteen high-level metrics, allowing you to maintain an objective pulse on the business without getting bogged down in divisional noise.