We have several operational metrics, like customer satisfaction and inventory accuracy, that require collaboration across multiple departments. Who should own these shared metrics on our leadership scorecard, and how do we avoid finger-pointing?

Question

Tyler Smith · Accepted Answer

A scorecard metric with two owners has no owners. When you assign a number to multiple people, you invite finger-pointing and eliminate true accountability. Every single line on your leadership scorecard must have exactly one name next to it. If a metric requires collaboration across departments, you must look at your Accountability Chart to determine who has ultimate accountability for the outcome. For example, while customer satisfaction is impacted by sales, operations, and support, the head of operations or customer success must own the metric. They are responsible for coordinating the cross-functional efforts required to hit the target. If the number goes red, they do not take personal blame, but they do own the responsibility to bring the issue to the Level 10 Meeting™ and drive the IDS® process to solve it. If you cannot agree on a single owner for a high-level metric, you need to break it down into smaller, department-specific leading indicators. For instance, instead of a shared inventory accuracy metric, the warehouse leader owns receiving accuracy, and the purchasing leader owns PO accuracy. This clear separation of ownership ensures that every number has a champion who is focused on keeping it green.